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Tourism 21 - A Strategic Business Plan 1997-2000
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Issue 3 - Integrated Industry Structure and Strategic Partnerships
Goal 3
The third goal is to have an integrated tourism industry
structure that clarifies:
• roles and responsibilities of the key stakeholders;
and
• partnerships needed to achieve the efficient and effective
cooperation and implementation of the Plan's strategies and actions.
Significant actions have already been initiated to provide this
structural framework. These include:
- TCA Tasmania has emerged as the peak industry organisation for
tourism;
- the Government and TCA Tasmania have signed the Tourism Protocol
Agreement; and
- the former Department of Tourism, Sport and Recreation has been
restructured to form Tourism Tasmania, with a industry-based Board,
a new Chief Executive and a clear charter to develop Tasmanian tourism.
The priority is to resolve outstanding framework issues and work
the new structure up to its optimal performance. The strategies
include:
• developing a strong, industry leadership structure;
• clarifying respective roles and responsibilities, particularly
for the Regional Gateways; and
• developing strategic partnerships and maintaining effective
communications between the key stakeholders.
Each strategy is outlined below.
Strategy 3.1 - Developing a Strong Leadership Structure
To consolidate the industry leadership structure through
Tourism Tasmania and TCA Tasmania
Tourism 21 has concluded that the tourism structure has to facilitate
strong, professional leadership from the top levels of Government,
Tourism Tasmania and industry through to the carriers and the trade,
regional and local associations, operators and other stakeholders
such as State Agencies and Local Government.
Such a vertically integrated structure is a critical component
of the shift to a market-led strategy, the development of export
ready product and sustainable investment.
Strategy 3.1 - Priorities
3.1.1 Develop a whole of Government approach to the maximisation
of the economic and social benefits for Tasmania from a sustainable
tourism industry.
The opening clause in the Tourism Protocol Agreement states that:
"The Government of Tasmania is committed to tourism as a
key strategic industry and a cornerstone of the Tasmanian economy
generating income, employment and investment for the benefit of
all Tasmanians."
Through the ministerial charter, the Minister for Tourism provides
policy direction from Government to Tourism Tasmania and is ultimately
accountable to Parliament for the implementation of the Tourism
Tasmania Act 1996.
The Minister for Tourism provides an essential link between Government
and the tourism industry and has a vital role in the achievement
of a whole of Government approach to the development of tourism
as a key strategic industry delivering economic and social benefits
to the community at large.
3.1.2 Reinforce the leadership role of the Tourism Tasmania
Board as a commercially oriented, industry based body that governs
development of tourism policy
The new Board is well-positioned to make the key policy decisions
with the professional support of the management and staff of Tourism
Tasmania.
Tourism Tasmania's mission is `to promote Tasmania as a premier
destination through strategic marketing and sustainable development,
in partnership with industry, in order to maximise the economic
and social benefits for all Tasmanians'.
Tourism Tasmania management has a clear role to execute and implement
Board decisions.
3.1.3 Ensure Tourism Tasmania, through TCA Tasmania and other
stakeholders, maintains active, open lines of communication and
consultation with the industry on its policy research, development,
implementation and performance review activities
Tourism 21 has concluded that the Joint Tourism Strategy Implementation
Group [JTSIG] should be the main consultation forum between Tourism
Tasmania and TCA Tasmania for all tourism policy and implementation
matters. For this reason, many of the key implementation actions
in this Plan involving Tourism Tasmania and TCA Tasmania will be
coordinated through JTSIG.
Notwithstanding the coordination role of JTSIG, TCA Tasmania,
as the peak body will also maintain a direct dialogue with the Government,
the Minister for Tourism and the Tourism Tasmania Board, as required.
All other formal industry consultation mechanisms should be conducted
through partnerships with appropriate stakeholders.
3.1.4 Ensure TCA Tasmania provides a single integrated structure
for private sector tourism groups to participate and coordinate
their efforts in developing the industry
TCA Tasmania's mission is `to provide a strategic direction and
unified voice for the tourism industry to the three spheres of Government,
business, tourism operators and the community for the benefit of
Tasmania'.
TCA has to provide the mechanisms for all sectors of the tourism
industry to make their contribution in a team approach.
The TCA must be properly resourced to fulfil this role.
Strategy 3.1 - Implementation
Action:
These strategies are currently being implemented by Tourism Tasmania
and TCA Tasmania
Strategy 3.2 - Clarifying the Roles of Other Stakeholders
To clarify the position of remaining stakeholders, especially
the three Regional Gateways.
Currently, there is confusion surrounding the roles and resourcing
of tourism bodies within the State. The Plan has assigned the following
roles and responsibilities:
Strategy 3.2 - Priorities
3.2.1 Clarifying the roles of the three Regional Gateways
The three Regional Gateways replaced the numerous district associations
which had proven to be inefficient and difficult to administer,
especially in developing a cohesive, integrated industry strategy.
The new regional administrative structure ensures that the Gateways
occupy a pivotal position between the major statewide stakeholders
[Tourism Tasmania and TCA Tasmania] and local tourism stakeholders
[Councils, the sea and air ports and local tourism associations
and operators].
It is through this strategic position that Gateways have the potential
capacity to significantly stimulate and influence the direction
of tourism growth in their respective regions. Because of their
limited resources and the need to ensure they add value to the industry,
they requires a charter that is closely defined.
The charter needs to establish that the Gateways are Regional
Tourism Associations [RTA]. A clear charter will also avoid expectations
that the RTA's are all things to all people and independent, smaller
versions of Tourism Tasmania.
Regional Tourism Charter:
The RTA's provide a regional structure that enables the efficient
mobilisation of operator and local stakeholder support and resources
to facilitate marketing, promotion and development of tangible products
and marketable themes or itineraries.
In interstate and overseas markets, the role of RTA's is to support
and underpin Brand Tasmania and Tasmania as the destination. They
must form part of an integrated and cohesive statewide approach.
In the intrastate market, RTA's are responsible for marketing
and promotion of their products and itineraries.
Core Functions:
- to facilitate product packaging by operators and the creation
of itineraries [packed with activities] consistent with statewide
marketing strategies and customer demands,
- to facilitate and coordinate the provision of market support
to Tourism Tasmania, including promotion, educationals, information
network services and operator briefings,
- to support and, where appropriate, coordinate training and educational
programs for operators and other local stakeholders and the need
to develop export ready quality product and services,
- to facilitate coordination of product development in key areas
such as community-based events,
- to promote community education and support for tourism,
- to coordinate regional and local tourism information services
in conjunction with other stakeholders.
In fulfilling these functions, the RTA's should use their strategic
position to coordinate the efforts of Councils, Ports, Local Tourism
Associations and operators. They must also work closely with Tourism
Tasmania and each other to ensure consistency and the best use of
limited resources. To facilitate this the RTA's have to ensure that
all operators in their region are members of the organisation and
an integral part of its activities.
Tourism 21 has concluded that the structures and funding of three
RTA's should be reviewed to ensure that they are properly organised
and resourced to fulfil these functions.
Specific examples of matters to be addressed include RTA boundaries,
Board size and operations, staffing levels, funding levels and agreements
between funding partners and performance benchmarking and accountability
arrangements.
3.2.2 Clarifying the role options for Local Government
Local Councils have core roles in tourism through their responsibilities
for:
- community and economic development;
- the provision of infrastructure and services; and
- planning and development approval processes.
Councils need to recognise that the economic benefits of tourism
transcend municipal boundaries and it is incumbent on them to support
the RTA's as a minimum contribution to tourism. Councils also need
to support the development of tourism by the private sector.
Councils may also take a more active, direct development role.
There are many examples of Councils being the stimulus for the creation
and development of strong, vibrant tourism industries for the benefit
of their local communities.
3.2.3 Clarifying the role of the Air and Sea Ports
The air and sea ports also have a vital value adding role for
tourism by assisting in marketing and developing the industry.
The ports should also financially support the RTA's as they generally
benefit from increased visitation, tourism marketing and industry
development. They also have a key role in promoting special tourism
development such as the cruise ship market, charter flights and
direct services.
3.2.4 Clarifying the roles of Local Tourism Associations
The principal role of local associations is to coordinate local
actions to improve experiences, products and services. These associations
should work closely with the RTA's to coordinate their activities
with the rest of the industry. They should also work closely with
Councils, local business and commerce as well as other community
groups to coordinate and involve the locals in their activites,
where appropriate.
3.2.5 Restating the role of the Tasmanian Convention Bureau
The Tasmanian Convention Bureau has the principal role of marketing
Tasmania as a conference and convention destination and preparing
bids for prospective clients on behalf of its membership.
The TCB is funded by Tourism Tasmania and its membership. Tourism
Tasmania needs to resolve a performance agreement with the TCB in
relation to its funding commitment.
It is important that interstate marketing of conferences and conventions
is closely integrated with Tourism Tasmania's marketing activities.
The agreement needs to identify how Tourism Tasmania and the TCB
will achieve this integration.
3.2.5 Clarifying Tasmanian Visitor Information Network roles
The Tasmanian Visitor Information Network is an independent Board
that oversees the provision of an information network for visitors
within Tasmania.
As noted in Strategy 2.3.1, there needs to be an integrated visitor
information strategy covering all information and signage services
provided by the TVIN, RTA's, Tourism Tasmania, the Department of
Transport, Local Government, Local Associations, Government Agencies
and operators.
Tourism Tasmania needs to work with the TVIN and these stakeholders
to ensure this strategy is fully developed.
Strategy 3.2 - Implementation
Action By July 1997:
Tourism Tasmania to resolve 1997/98 partnership agreements with
RTA's, TCB, TVIN and other stakeholders
Action By February 1998:
Tourism Tasmania, in consultation with the Regional Tourism Associations
and TCA Tasmania [JTSIG], to finalise a major review of Regional
Gateway structures and funding arrangements. The review is to be
implemented by July 1998
Strategy 3.3 - Developing Strategic Parnerships and Effective
Communications
To develop partnerships and agreements between key stakeholders
to ensure that the Plan and ongoing marketing and industry development
activities are implemented and that there is effective communication
and action between all parties.
The following strategic partnerships are central to the development
and implementation of this Plan. The key partnerships are between:
• Tourism Tasmania and TCA Tasmania
• TCA Tasmania and other industry groups and organisations
• Tourism Tasmania and the Australian Tourist Commission and
other State Tourism Agencies
• Tourism Tasmania, TCA Tasmania and Other State Government
Agencies of strategic importance to tourism
• Tourism Tasmania, TCA Tasmania and the Regional Tourism
Associations, Local Associations, the Sea and Air Ports and Councils
• Tourism Tasmania and the Tasmanian Convention Bureau
• Tourism Tasmania, the Regional Tourism Associations and
the Tasmanian Visitor and Information Network
• Tourism Tasmania, the carriers and the trade
• Tourism Tasmania, TCA Tasmania, the Licensing Commission
and other accreditation/regulatory bodies
The partnerships are to be negotiated to ensure that the parties
clearly understand the nature of the relationship, communication
arrangements, resource and financial commitments and outcomes to
be achieved. All agreements should documented.
The partnerships are to ensure efficient management links and develop
more cohesion, communication and cooperation.
The partnerships will largely facilitate development and implementation
of business, marketing and industry development plans.
Strategy 3.3 - Implementation
Action By July 1997:
All partnership agreements are to be finalised by the relevant
parties
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