canberra convention bureau strategic plan … plan...canberra convention bureau tategc pa 2011 2015...

Canberra Convention Bureau

Strategic Plan 2011–2015

Updated July 2012 with revised targets

Canberra Convention Bureau StrategiC Plan 2011–2015

chairman’s MessageThe Canberra Convention Bureau was established in 1982 to attract business events to the ACT and to provide outstanding support and expertise to event organisers. The Bureau does its job very well, and over the years it has built up an exceptional network of members that makes the job of selling Canberra as an events destination that much easier. However, there is still much to do.

This strategic plan builds on our achievements and outlines a series of goals and strategies for the future. The plan acknowledges the increasingly competitive national and international event industry as well as the many and varied threats to it. It has also courageously set goals and objectives knowing that the means to meet them are not necessarily within the Bureau’s control. For this reason, the Bureau must continue to build on its expertise, to be innovative and forward thinking in its aspirations, and to not simply rely on prior success to carry it forward. This philosophy is at the core of this strategic plan and ensures that our success is also Canberra’s success.

We all know what a great city Canberra is. It’s time we let the world know too.

Steve Gower Ao Ao (Mil) Chair Canberra Convention Bureau Director Australian War Memorial

“When events come to Canberra, delegates experience culture, knowledge and influence like no other city in Australia”


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the Bureau today

Mission Statement

To attract business events to Canberra and the region through the collaborative efforts of the Bureau, its members and government, and by leveraging off our national capital status and attributes.

Corporate Values

The Canberra Convention Bureau is committed to operating in a manner that ensures not just high quality work and the meeting of its targets, but also in a way that inspires staff, stakeholders and clients, and creates an atmosphere of pride and excellence. To achieve this goal the Bureau is dedicated to:

» respecting staff, clients and stakeholders

» encouraging innovation through collaboration

» ensuring transparency in its work

» inspiring creativity in its practice

» taking pride in its knowledge of the Canberra region

» appreciating diversity in all its guises

» regenerating knowledge through continuous learning

» delivering on promises

» recognising achievement and valuing staff

» being environmentally and socially responsible

introductionThe Canberra Convention Bureau holds an important position in Canberra, offering unparalleled expertise and guidance to business event organisers and visitors to the city. As the central point connecting the many opportunities Canberra offers as a business events destination, the Bureau has rightly developed a reputation as authoritative and effective in the organisation of successful events — a true resource for the city.

Like any organisation that operates in this way, the Bureau is faced with many challenges. As a promoter of Canberra businesses, organisations, venues and more, the Bureau has no direct control of the entities it promotes. Thus, as the Bureau works tirelessly to showcase the capital, it also strives to improve it by identifying limitations, advocating infrastructure development and encouraging growth.

Furthermore, as market conditions, and the city itself, change and evolve over time, so too must the Bureau. As such, the Bureau understands the importance of monitoring local, national and international trends to ensure it remains a leader in its field. This must be achieved under a sustainable not-for-profit business model to ensure its services continue to be provided in the future at the same standard or better.

It is with this in mind that the Bureau looks ahead to the medium and long terms with solid purpose and determination to continue doing what it does well, improve where it can, and continue selling our great city as the meeting place of the nation to Australian and international organisations.


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To this end, the Bureau is staffed by creative and passionate people who love Canberra and are proud to be part of the Bureau and equally proud to promote the city.

Strengths, Weaknesses, Opportunities and Threats

The Canberra Convention Bureau has established itself as a reliable and knowledgeable resource for the business community. This has come as a result of analysing and understanding the business event industry in Australia and internationally, and by prioritising linkages with Canberra’s facilities, institutes and government. In planning for its future, the Bureau has assessed its current strengths and weaknesses, internal and external factors that threaten its ability to carry out its mission, and opportunities waiting to be harnessed.

Strengths

The Bureau is proud of its achievements to date and summarises its strengths as having:

» a good reputation owing to excellent relationships and positive engagements with stakeholders (members, ACT Government, Australian tourism and events industry, business event clients and ACT business community)

» unparalleled access to Canberra’s academic and scientific institutions via the creation and strengthening of the Research and Learning Institutes Group (RALIG)

» a high-level and well respected Board

» expertise in the development and production of custom-made bids to senior management and committees

» respect as an access point for event and client information

» outstanding organisational culture and employment conditions

» agility in responding to changing market conditions

» enviable access to the country’s top decision-makers

» a clear understanding of Canberra as a distinctive destination

Weaknesses

To build on these strengths, the Bureau has identified areas to be improved:

» the quality of member response to clients

» staff retention — average of 20% (2 people) leave each year, 40% (4 people) in 2011

» limited leverage from new digital technologies

» relatively low awareness of the Bureau’s services in the broader community

» no access to support funding for bidding

» shortage of employees with specialist skills

Opportunities

The Bureau is excited and optimistic about the many opportunities that are developing locally and internationally. The Bureau is closely monitoring these


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opportunities to establish the best means to capitalise on their potential for the benefit of the city’s business event industry:

» accelerating the Think Canberra strategy

» potential pull factor and legacy of milestone celebrations: 2013 Centenary of Canberra and 2015 ANZAC Centenary

» improved airport amenities and increase in air services, particularly from international sectors

» proposed expansion of venue capacity: Australia Forum, National Arboretum, hotel land release and developments and function space at national attractions

» potential of new digital technologies including the National Broadband Network

» Australia’s proximity to a growing Asian delegate base

» possibilities of applying bidding expertise to sporting events in partnership with ACT Sports and sporting event stakeholders

Threats

The Bureau faces many challenges and threats locally and more broadly. With many of the challenges and threats outside the Bureau’s control, it must, where it can, lobby government to act within its power to combat these threats to Canberra’s potential as an events destination.

Known and emerging challenges and threats to the Bureau’s operations are:

» negative perceptions of Canberra

» higher marketing budgets and use of subvention funds by competing destinations

» economic uncertainty in USA and Europe has the potential to negatively impact on event and delegate demand

» city capacity limitations including exhibition space, large dinner venues, public and air transport and high volume upscale hotels

» reduced competitiveness of convention centre quality:size:value relationship

The Canberra Convention Bureau of today has much to be proud of, and as it looks to the future it undertakes the task to use its strengths, weaknesses, threats and opportunities as inspiration to expand and improve.


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the Bureau tomorrow

Business Objectives, Major Goals and Key Strategies

At its core, the Bureau strives to benefit the ACT’s economy by increasing Canberra’s share of the business event market. The Canberra Convention Bureau seeks to build on its enviable achievements by looking to the future as an opportunity for expansion and improvement.

In many ways the success of the Bureau can be measured by the success of the city. As a business destination, Canberra offers excellent access to outstanding academic and scientific institutions as well as unparalleled linkages to Australia’s policy and decision-makers. It is accessible with an abundance of restaurants, bars and entertainment. It showcases the Australian story through the national cultural institutions and other places of interest. It is also a functional, compact city that is clean and beautiful.

Yet the Bureau does not have authority or control over the facilities it’s tasked with promoting, and it is for this reason that the Bureau sees it as its responsibility to liaise with government and industry to enact change that enhances the city and its opportunities which, in turn, benefits its own mission.

To achieve this end, the Bureau has developed a suite of major goals and objectives for the short to medium terms that build on its strengths and improve areas of weakness while looking to expand its capacity and expertise. It has also identified ways to work with external parties to make an increasingly important contribution to the vibrancy of the city and to the economic development of the region. These goals and objectives have been

“Delegates at Canberra events deliver more to Canberra’s economy than just money. They deliver ideas, knowledge, connections and innovation”

developed to align with the Economic Development Directorate Strategic Plan, July 2011 — December 2012, produced by the ACT Government and released August 2011.

With these objectives met, the Bureau will be better positioned to promote the capital as the place of culture, knowledge and influence it is, and as a result benefit the events industry.

The Bureau’s objectives and goals are achievable and measurable. They fall into the following seven categories: marketing, issues management, sales, membership, human resources, finance and governance and Bureau organisation.


Marketing

The Canberra Convention Bureau must market itself better to raise awareness in the community of the Bureau’s services. Marketing strategies must engage each facet of the business event industry including clients, stakeholders, members, institutions and the broader community.

Major goals and objectives Key strategies

» to invest in new digital technologies

including social media and web

2.0 to maintain pace with market

expectations

» to increase ICCA and UIA city ranking

by 150%

» to increase the awareness of the Think

Canberra concept across the RALIG

institutions

» to increase bid opportunities and

conversion rate

» grow Canberra’s profile as a centre of excellence where big decisions are made

» increase the UIA and ICCA league table rankings by actively gathering and submitting data sourced

through RALIG on international events held in Canberra

» Underpin the broader branding of Canberra by promoting it as the meeting place of the nation, a

place of culture, knowledge and influence

» leverage off event wins and generate positive perceptions of Canberra

» better promote the role and services of the Bureau to all stakeholders

» invest in delegate boosting aids to maximise delegate attendance at confirmed events

» continue to develop and nurture RALIG as the key vehicle to leverage Canberra’s intellectual

property and prowess

» invest in digital promotion tools and social media to maintain pace with market expectations and

build the profile of Canberra

» design familiarisation programs to demonstrate the value proposition of Canberra to clients



» to influence the development of

the Australia Forum as the nation’s

meeting place

» to encourage an increase in city

capacity: venues, internationally

branded high-volume hotels, air and

ground transport services and other

products and services to support the

growth and servicing of the business

event market

» encourage investment in new infrastructure, products and services through the provision of

market intelligence to potential investors emphasising areas of critical importance to enhance the

supply line and build capacity

» contribute to ACT Government planning and policy development with a view to maximising both

Canberra’s appeal to event organisers and delegates

» participate in Australia Forum development and contribute to the transition from National

Convention Centre to Australia Forum when required

» Conduct regular communication meetings with all political parties and appropriate decision-

makers in ACT and Australian Governments

Issues Management

The Canberra Convention Bureau is acutely aware of Canberra’s limitations, especially in capacity. Therefore, as part of its strategy, the Bureau will work with the ACT Government to improve the city’s potential as an events destination.


Sales

Sales are key to the success of the Bureau’s continued success as over 40% of its operating budget comes from non-government sources. The Bureau has identified areas of potential growth which are achievable in the short to medium terms.


» to increase sales by 25% to

$45,600,000* by 2015 ($28 million

in 2011)

» to increase the number of national

and international events generated

through RALIG to 10 per annum,

by 2014

» to improve the quality of member

contributions to all elements of the

sales process

» to increase bid conversion from 40%

to 45%

» invest in current and next generation technologies to support information management and

maximise the use of databases (EBMS and ICCA) to identify events that align with Canberra and the

region’s strengths

» use additional ACT Government funding to increase Bureau sales team capacity

» promote access and linkages to Asian delegate markets in international bids

» promote 2013 and 2015 milestone celebrations to targeted event organisers

» improve event outcomes by constructing considered bids which exceed expectations

» identify suitable clients to attend a program of familiarisation to showcase the Canberra region

» identify bid opportunities through the promotion of ‘what Canberra does best’ and better target

events that align with Canberra and the region’s strengths

» Promote Canberra’s national capital role and assets

» investigate the potential cost benefit of bidding for sporting events and if viable allocate resources

to this activity in partnership with ACT sporting bodies

* Delegate expenditure revisions effective 1 July 2012 have resulted in an average increase of 30.5% to sales targets for 2012-13. Bid values have increased by 24%. Delegate expenditure values had previously been held since 2008 and was $35m prior to the revision.



» to maintain membership retention

above 90%

» to increase membership income by

4% per year and increase the number

of members to 180 by 2015 (155

in 2011)

» schedule a calendar of activities to engage stakeholders, such as, familiarisation and networking

events

» better promote member products and services

» better promote new infrastructure as it is confirmed

» invest in membership education to increase both member access to benefits as well as improving

the quality of the membership contribution to the Bureau’s sales process

Membership

The Bureau and its members benefit greatly from strong membership. Members enjoy the promotion and engagement that comes with the Bureau’s role as event facilitator, while the Bureau receives revenue and develops greater relationships with the members it promotes. The Bureau must continuously endeavour to maintain and increase membership so as to improve its services.


Human Resources

There are a number of challenges facing the Bureau in the area of human resources. To remain competitive, the Bureau must work to employ and retain high quality staff to bolster experience, expertise and capability.


» to reduce staff turnover to an average

of 20% FTE per annum (40% in 2011)

» to increase capacity through

career planning and professional

development activity

» to accommodate increased staff

numbers and increase productivity

through office reorganisation

» use best practice human resource management methods to enhance organisational culture,

capability and knowledge sharing. In doing so, foster a positive culture to combat avoidable staff

turnover

» reassess office arrangements and make necessary changes to increase productivity and

accommodate growth in staff numbers and functions

» maintain current employment policies and procedures as required by government regulations and

in alignment with organisational values

» develop individual and group professional development plans on an annual basis and conduct six

monthly performance reviews

» celebrate milestones and other significant achievements



» to increase ACT Government funding

and extend funding agreement to a

permanent budget appropriation

» to establish target of less than 60%

ACT Government funding and more

than 40% membership and other

revenues

» to maintain contingency fund of

$100,000

» to obtain EMDG Grant annually and

continued airline support

» to maintain ANU Think Canberra

cooperative funding

» proactively communicate with ACT Government to demonstrate funding ROI and identify political

and economic opportunities for Canberra

» provide reports to Board and government decision-makers, as appropriate, reflecting a high level

of accountability and the Bureau’s high level of professionalism

» ensure compliance with all regulatory requirements including the Associations Incorporation Act,

National Employment Standards, OHS regulations, Canberra Convention Bureau Constitution and

any other regulations as required

» report to ANU and RALIG committee to demonstrate funding ROI

Finance and Governance

To ensure a sustainable operation, the Bureau must ensure predictable funding arrangements. The Bureau has identified ways in which to safeguard itself from unexpected budgetary shortfalls.


Bureau

The Bureau acknowledges the importance of self-assessment and self-improvement in any strategy to improve its position. The following organisational goals and objectives focus on strengthening existing assets.


» to develop the Bureau profile and

increase awareness of services

provided

» to maintain high-profile Board

membership

» to keep abreast of market trends and

threats

» to develop a culture of continuous

improvement in all areas of operations

and bidding

» proactively target senior representation and engage the Board in strategic decision-making while

minimising individual and collective risk for volunteer directors

» participate in national and international industry associations at leadership level in order to

maintain currency in market trends and emerging threats

» invest in regular research to inform future objectives and strategies

» engage in commercial and educational institution activity in Canberra which contributes to the

understanding and knowledge of what Canberra has to offer business event organisers

www.canberraconvention.com.au

[email protected]

+ 61 2 6247 7500

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