LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM ACTION PLAN SUPPORTING MATERIAL
LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM STEP 4 RESOURCE: ACTION PLAN SUPPORTING MATERIAL The material included in this paper has been prepared to help councils gain a better understanding of the questions outlined in the Health Check (see Step 1: Getting Started Workbook) and most importantly support the development and implementation of their Tourism Action Plan (see Step 4: Implementation). It provides some guidance and links to useful resources that available to support the sustainable development of tourism in your area. Principle 1: Research 1.1 For a detailed overview of the available tourism research programs, refer to the Research and Trends factsheet in Step 3 of this Program. There are a range of data collection tools available for councils to gain a better understanding of tourism trends—the following websites and links are a good start: • • • • Tourism Research Australia for National Tourism Trends: www.tra.australia.com Tourism Queensland for State Tourism Trends: www.tq.com.au Decipher, a tourism research portal: www.decipher.biz Tourism Research Australia: Local Government Profiles 1.2 Measuring the economic benefits of tourism can be achieved in a variety of ways. To gain a better understanding of visitor expenditure in your region or council area visit the National Visitor Survey, or Regional Expenditure Profiles. Additionally you can conduct visitor surveys using a series of nationally agreed questions which are available at Visitor Profile and Satisfaction Survey. It is also recommended that you complete a comprehensive economic assessment. An assessment tool is available here: Tourism Impact Model. 1.3 A product and infrastructure audit should be completed at least every three years. This can then be used in a ‘gap analysis’ to identify new product and infrastructure needs and opportunities. Comparing the audit to forecast demand from section 1.5 will assist in identifying these gaps. While a product audit can be time consuming, the general process involves the following: a) Develop a template (preferably a spreadsheet) in which to store data. This template should be divided into different categories (e.g. accommodation, food and beverage, built attractions, natural attractions, tours, etc) and should provide space for property contact details and facility details. b) Collect data and indicators from the following sources that relate to business groups in your region (eg accommodation): i. Australian Tourism Data Warehouse. ii. RTO / LTO membership lists iii. Sensis iv. Online brokers – e.g. RACQ, Wotif, Stayz, etc. v. General internet searches c) Contact properties/operators directly to collect missing information For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 1 LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM 1.4 A number of tools exist to assess the level of satisfaction with tourism in a destination or council area. Tourism Australia has developed a Visitor Profile and Satisfaction Survey that can be used to gain benchmarked results nationwide. This approach has been adopted in Queensland with examples available to view on Tourism Queensland’s state tourism organisation website. 1.5 For a detailed overview of the available tourism research programs, refer to the Research and Trends factsheet in Step 3 of the program. 1.6 Refer to Tourism Queensland’s corporate website for their Regional Tourism Investment and Infrastructure Plans (RTIIPs). These are regional plans that make recommendations about future tourism investment requirements and opportunities, based on a detailed assessment of existing tourism infrastructure supply against future tourism demands and the local community plans and desires. 1.7 A variety of methods exist for assessing residents’ perceptions on the value of tourism to the local economy. This includes simple measures like the number of new tourism developments that also add value for local communities. STCRC is one source of information concerning community perceptions of tourism. Principle 2: Funding and Governance Refer to Step 3: Partnerships and Governance template. 2.1 Two resources that are available to measure the contribution of Gross Regional Product (GRP) to your local community are provided by Tourism Research Australia: Tourism Impact Model and the Local Government Profiles. 2.2 There is currently no benchmarking tool available to assess the level of a council’s contribution to tourism. A comparison with other councils and within your regional tourism organisation (RTO) on the contribution per head of capita is a good way of assessing your council’s contribution. Most councils operate or fund the operation of Visitor Information Centres. This vital tourism infrastructure directs travellers to tourism attractions and can play a key role in increasing length of stay and expenditure in a region. Some useful information and tools are available to assist to improve the effectiveness of Visitor Information Centres: Tourism Queensland: Visitor Information Centre Accreditation Program STCRC: Handbook for Information Centre Managers STCRC: Visitor Information Centre Kit 2.3 A Statement of Roles template has been developed to assist in gaining clarity on the roles of the RTO and local government (Step 2: Engaging Partners Workbook). This Statement of Roles is designed to facilitate a tripartite agreement between the council, RTO and local tourism organisation (LTO). Council tourism staff should also undertake a formal evaluation of their own performance in achieving the outcomes in the tourism plan or strategies on an annual basis. 2.4 Engaging stakeholders in tourism planning is a vital part of gaining support and creating a sustainable tourism destination. The publications below are suggested reading: Tourism Queensland: Working with Communities Department of Communities: Engaging Queenslanders STCRC: Achieving Sustainable Local Tourism Management For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 2 LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM 2.5 The role of the RTO should be clearly articulated on its website, but also in its Statement of Roles with council. The Statement of Roles should contain actions to coordinate your activities with those of your RTO. It is also recommended that you meet at least twice during the year to identify priority issues affecting tourism growth, sustainable development and management of tourism. 2.6 The role of the LTO should be clearly articulated on its website, in its Charter (refer to the attachment in the Step 4: Partnership Agreement/Statement of Roles template) and also in its Statement of Roles with council and the RTO. This Statement of Roles should include the following: formal progress reporting at least every six months measured against the agreement between council and the LTO and their respective business plans 2.7 a requirement that the LTO have a Board/Finance sub-committee that reviews financial/audit information prior to each Board meeting a requirement that the LTO has professional financial systems, software programs and accounting work undertaken by trained and qualified staff the preparation of financial management reports on a regular basis for all areas of operations (e.g. Visitor Centre Management, etc.) a requirement that the LTO commissions an external financial audit on an annual basis and publishes results in an Annual Report the development of reporting lines to ensure the local government has current knowledge on major issues affecting tourism. Effective LTOs exist in a number of forms. Figure 1 shows the ‘role’ and ‘types’ of LTOs and seeks to explain the variety of forms of effective LTOs and the role they play. For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 3 LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM Figure 1: Roles and Types of Local Tourism Organisations LTO Development Phases 1. Informal Networks 2. Sub-Committee of Chamber of Commerce or Local Government 3. LTO and RTO Partnership (MOUs) 4. Independent Sustainable LTO Time Roles and Responsibilities Membership RTO RTO & LTO RTO Chamber of Commerce & RTO RTO Marketing (Local) Marketing (Regional) Product Development Training and Capacity Building VIC Operation Local Government Funding RTO RTO RTO RTO RTO RTO RTO (LTO co funding) RTO & LTO RTO / LG RTO / LG RTO & LTO LTO RTO RTO RTO RTO LTO RTO LTO RTO & LTO (MOU) RTO LTO (MOU with RTO) LTO Principle 3: Strategy and Planning 3.1 Examples of corporate and strategic plans that incorporate tourism include Noosa (now Sunshine Coast Regional Council), Gold Coast City Council and Redland Shire Council. 3.2 The tourism goals and objectives of the council should be linked to the Destination Management Plan (DMP) or regional tourism strategy for the region. Here is an example of Townsville’s Destination Management Plan. For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 4 LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM Examples of Goals and Measures include: GOALS Increase the economic contribution of tourism to the destination by increasing: • Visitor numbers • Length of stay • Visitor expenditure MEASURES Increased visitor length of stay Increased visitor expenditure Increased visitor numbers Develop a united and cohesive tourism sector to enhance the destination’s overall marketing impact Increased industry participation in tourism planning and development and cooperative marketing activities Promote sustainable management development of tourism in the destination Adoption of policies promoting sustainable tourism development and management, e.g. increased number of eco-accredited operators and Improved communication to increase awareness of the value of tourism in the community 3.3 Councils who would like to develop an effective tourism strategy should visit the STCRC website to look for innovative case studies, or refer to the Practitioners Guide to Sustainable Local Tourism Management. An effective tourism strategy should: be no more than five years old be reviewed annually address social, economic and environmental issues relating to tourism contain strategies and actions for the maintenance of positive, partnership relationships with key players including the RTO, protected area management agencies & tourism operators outline key industry forums/workshops on areas including production and distribution, marketing, improving environmental practices etc. 3.4 A template for a yearly action plan has been developed for councils and is included in Step 4: Implementation of this program. 3.5 Each council has different reporting approaches, however at least twice a year the outcomes and progress on tourism should be reported to the full council. 3.6 There are a range of data collection tools available for councils to gain a better understanding of tourism trends, the following websites and links are a good start: Tourism Research Australia for National Tourism Trends: www.tra.australia.com Tourism Queensland for State Tourism Trends: www.tq.com.au Decipher a tourism research portal: www.decipher.biz Tourism Research Australia: Local Government Profiles Possible performance measures for tourism in your local government include: total number of (overnight) visitors to your local government area total number of Interstate (overnight) visitors to your local government area total number of International (overnight) visitor your local government area total number of visitor nights in your local government area average length of stay by all visitors to your local government area average length of stay by Interstate visitors to your local government area average length of stay by International visitors to your local government area For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 5 LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM 3.7 Measuring the economic benefits of tourism can be achieved in a variety of ways. To gain a better understanding of visitor expenditure in your region or council area visits the National Visitor Survey, or Regional Expenditure Profiles. Additionally you can conduct visitor surveys using a series of nationally agreed questions which are available at Visitor Profile and Satisfaction Survey. It is also recommended that you complete a comprehensive economic assessment. An assessment tool is available here: Tourism Impact Model. 3.8 An ideal first step for councils in approaching the issue of sustainability is to develop a sustainability policy or strategy. A template is available through EC3 Global, in addition there are a number of case studies and guidelines available that have been developed by the STCRC. Principle 4: Marketing and Events 4.1 Each council should have an agreed 12-month marketing plan in place with the regional tourism organisation (RTO). This plan should include information on: attendance or support of domestic consumer shows support of media familiarisations hosted by the regional, state or national tourism organisation industry forum/workshops dedicated to informing industry on marketing and distribution issues to improve tourism operators’ knowledge actions to communicate to the general community the trends and benefits of tourism with the aim of improving community understanding of tourism in the region e.g. producing at least one media release or article specifically for this purpose maintaining an up-to-date website on tourism in your region which links to stakeholder websites agreement on the support for and input to the production of brochures, maps, flyers and other printed collateral maintaining and promoting an agreed Calendar of Events. 4.2 Each RTO offers a range of cooperative marketing opportunities each year. Reference should be made to the region’s cooperative marketing guide. 4.3 The development of brochures, websites, advertising and other promotional material should be done in partnership with the RTO and in keeping with the Destination Management Plan. The latest research on consumer trends should be available on the state tourism organisation website. 4.4 An annual calendar of events can be an effective tool to promote a region. In addition to sharing events with the RTO, councils should encourage Event Organisers to have their events listed on the Australian Tourism Data Warehouse. Events can be effective marketing tools, however councils should have a strategic approach to events which includes: Actions for proactive pursuit and attraction of events to attract visitors from outside the region. Working with partners to promote events that have the ability to attract visitors from outside the region Measuring the impact of events on the community using reputable tools including the STCRC Events evaluation and measurement toolkit ENCORE. Principle 5: Industry and Product Development 5.1 There are a number of methods available to better understand the needs of the tourism industry. These include dedicated online surveys and the formation of industry advisory or reference groups. For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 6 LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM 5.2 Councils should develop and maintain a list of local tourism operators and stakeholders. This needs to be maintained annually and can be shared with partners including the local tourism organisation (LTO) and regional tourism organisation (RTO) with the appropriate privacy provisions. For further information review the Privacy Act. 5.3 Developing and agreeing on a shared direction with industry and the community is best achieved through an engagement process that includes a visioning workshop. (refer to Step 3 of this Program, which includes a factsheet on ‘Creating a Vision Statement’) 5.4 Councils can play a variety of roles in business assistance and there are a number of online tools available to assist with this. 5.5 Department of Tourism, Regional Development and Industry: Getting Started, Competitive Advantage, Business Readiness and Financial Performance Benchmarking Department of Education Training and Arts: Small Business Mentoring Tourism Queensland: Skills Development Guide, Industry Assistance Tools, Connecting Tourism for Business Success and Project Feasibility Guide Industry Directory Funding Support: Tourism Assistance Database Facts and Figures: Decipher or State Tourism Organisation website. Training/Workshops: Short Courses, STCRC Training and Information Kits, QTIC’s online courses Skillshot and Tourism Queensland’s Tourism Skills Development Guide Online business and marketing: e-business Kit Maintaining a current Tourism Crisis Management Plan for the destination—this plan should conform to the APEC (AICST) Tourism Risk Management Guide (December 2006). A product and infrastructure audit should be completed at least every three years. This can then be used in a ‘gap analysis’ to identify new product and infrastructure needs and opportunities. While a product audit can be time consuming, the general process involves the following: a) Developing a template (preferably a spreadsheet) in which to store data. This template should be divided into different categories (e.g. accommodation, food and beverage, built attractions, natural attractions, tours, etc) and should provide space for property contact details and facility details to be stored b) Collect data and indicators from the following sources that relate to business groups in your region (eg accommodation): i. Australian Tourism Data Warehouse. ii. RTO / LTO membership lists iii. Sensis iv. Online brokers e.g. RACQ, Wotif, Stayz, etc. v. General internet searches c) Contact properties/operators directly to collect missing information 5.6 least Council should participate in and facilitate a strategic review and planning workshop on at an annual basis to identify tourism issues to be addressed in the annual Tourism Action Plan. For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 7 LOCAL GOVERNMENT PATHWAYS TO SUSTAINABLE TOURISM Principle 6: Community 6.1 Participation in planning and decision-making at a regional level should be guided by a Statement of Roles (Step 2: Engaging Partners Workbook) and the decision-making structure developed for tourism in each region. 6.2 A variety of methods exist for assessing the percentage of residents who believe that tourism is important and very important to the economic stability of the region. This includes simple measures like the number of new tourism developments that also add value for local communities. STCRC is one source of information concerning community perceptions of tourism. 6.3 Encouraging understanding of the value and benefits of tourism to elected members and executives within can be achieved in a variety of ways, including: the regional tourism organisation providing a presentation, or undertake an information sharing Roadshow economic development managers and other key staff to source information concerning the economic value and contributions of tourism, successful tourism initiatives, other success stories, etc and include this in their regular reporting to council regular presentations to be given to full council on outcomes achieved against tourism objectives for the area. For further information please contact STCRC Visit: www.crctourism.com.au Call: +61 7 5552 8172 or Email [email protected] 8
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