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DESTINATIONNILLUMBIK

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THREE YEAR STRATEGIC PLANFOR THE VISITOR EXPERIENCE IN NILLUMBIK2012 – 2015

Contents

1 Strategic Framework Page 3 2 Strategic Direction Page 4 2.1 Goal 1: Industry Advocacy Page 4 2.2 Goal 2: Destination Marketing Page 5 2.3 Goal 3: Industry Development Page 6 2.4 Goal 4: Industry Association Page 7

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OUR VISIONWelcoming visitors to discover the essence of our destination

OUR PURPOSEAs the peak tourism body, Nillumbik Tourism Association championsfor a sustainable and prosperous Nillumbik

OUR GOALS

IndustryDevelopment

Strengthen our industry

to enhance theauthentic visitor

experience in Nillumbik

IndustryAssociation

Build a strong and creative

industryassociation that

supports our members

Position DestinationNillumbik as an

authentic experiencefor visitors in anatural, rural environment

DestinationMarketing

Industry AdvocacyIs the influential

voice for the visitor

experience in Nillumbik

STRATEGIC FRAMEWORK

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2.1 Goal 1: Industry Advocacy

Is the influential voice for the visitor experience in Nillumbik

Ref No Strategies Measure of Success

2.1.1 Industry VoiceRepresent our industry on matters that impact the visitor experience

• NTA is represented on appropriate Council and regional committees/partnerships • NTA voice is represented on key projects, planning issues and/or opportunities that impact

the visitor experience in Nillumbik• NTA engages members on issues/opportunities that impact the visitor experience

2.1.2 Visitor infrastructure and AmenityInfluence low impact tourism infrastructure (e.g. eco hotel, bike trails) and amenity (e.g. toilets) in Nillumbik that enhance the visitor experience

• Priority gaps list agreed by Committee of Management and list known by Council, key stakeholders and decision makers

• NTA endorsement sought in funding applications for low impact tourism development

2.1.3 Visitor Value Raise awareness of the value that visitors bring to Nillumbik

• Priority industry sectors and our community progressively understand the benefits visitors bring to their businesses and their community (e.g. agribusiness, retail traders, community groups speaking opportunities)

• Council awareness of visitor value is demonstrated through its commitment to NTA’s Memorandum of Understanding

• Council engagement with NTA activities

Desired Outcomes:

• NTA is recognised as the authoritative voice for the visitor experience in Nillumbik• Value from visitors is understood by our industry, stakeholders and community • Nillumbik is recognised for its low impact sustainable tourism development approach in the Green Wedge• Visitor experiences are accessible and connected

STRATEGIC DIRECTION

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2.2 Goal 2: Destination Marketing

Position Destination Nillumbik as an authentic experience for visitors in a natural, rural environment

Ref No Strategies Measure of Success

2.2.1 Branding Progress brand implementation and brand education of the benefits and use of brand to our industry

• Brand style guide developed and brand use member education program is delivered by September 2011

• Members progressively embrace Destination Nillumbik brand in their marketing activities• Brand is visible at appropriate opportunities (e.g. festivals)

2.2.2 Marketing Direction Develop a marketing plan that sets the direction, identifies priority markets, focuses on our key strengths, presents co-operative marketing opportunities and evaluates our performance

• Research informs our direction• Member take up of co-operative marketing initiatives• Our promotion/key messages are consistent and in line with our brand• Range of channels are used to distribute our message effectively• Marketing performance is reported to Council and our members (e.g. visitation, web hits,

editorial coverage, local stories generated)

2.2.3 Marketing Partnerships Continue to collaborate with regional bodies to ensure Nillumbik is represented in marketing opportunities

• Nillumbik brand and strengths are featured in appropriate partnership marketing (e.g. Valley of the Arts, Parks Victoria, Destination Melbourne, Yarra Valley Marketing, Melbourne Water)

• All members have opportunity to subscribe to my.visitvictoria.com

2.2.4 Product Development Continue to encourage a range of product/experiences be available to motivate year round demand and generate higher spend and visitor dispersal

• Members and Council’s Strategic & Economic Planning Department aware of product gap opportunities (e.g. heritage, indigenous, bike tours)

• Increased demand for our signature events (i.e. Open Cellars and Open Studios)• Meet the Maker opportunities are renowned for their point of difference which strengthens

our brand

2.2.5 Community Ambassadors Explore ways to encourage our community to be ambassa-dors and to engage them in a range of experiences available within Nillumbik

• Community based initiatives identified and opportunities actioned (e.g. visiting friends and relatives initiatives)

• Potential community ambassadors identified and engaged• Increased community attendance at our signature events

Desired Outcomes:

• Raised awareness of Destination Nillumbik in the Melbourne market• Industry aligns with Destination Nillumbik branding and supports co-operative marketing opportunities• Diverse range of year round authentic product and experiences are available that motivate visitor demand• Our major events continue to strengthen our market positioning• Our community are our ambassadors

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2.3 Goal 3: Industry Development

Strengthen our industry to enhance the authentic visitor experience in Nillumbik

Ref No Strategies Measure of Success

2.3.1 Industry ConnectionContinue to engage our members through a range of ways (e.g. networking events, forums, familiarisations) to update their knowledge of visitor product and experiences available in Nillumbik

• Member take up of business to business familiarisations• Member take up of NTA industry connecting opportunities• NTA website updated with product, experiences and businesses and members notified 11

times per annum• Knowledge of businesses open 7 days per week is available for members • NTA and member websites linked• Industry collaborates to connect or bundle visitor products and experiences (e.g. packages)

2.3.2 Industry CapabilityContinue to encourage industry to build their capability

• Members informed of professional development/training opportunities • Feedback from members and partners attending professional development initiatives

inform future requirements

2.3.3 Industry StandardsContinue to encourage opportunity for industry to be customer focused (e.g. tourism excellence program, accreditation programs)

• Members informed of accreditation/business improvement opportunities• Members informed of related industry sector associations to join • Customer focus industry leaders are showcased• Industry’s awareness of their role in tourism is progressively understood

2.3.4 Buy Local ValueContinue to raise members’ understanding of the importance of buying and/or supporting local products, experiences and businesses

• Member support for buy/support local is showcased quarterly• Merit of “authentic Nillumbik” product recognition is investigated

Desired Outcomes:

• Informed, knowledgeable and connected industry that generates visitor satisfaction• Our industry is customer focused• Nillumbik is open for business as trading hours progressively increase• ndustry understands the importance of bundling visitor experiences to extend stay and increase visitor

spend

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2.4 Goal 4: Industry Association

Build a strong and creative industry association that supports our members

Ref No Strategies Measure of Success

2.4.1 MembershipContinue to review our membership to ensure the Association remains relevant and beneficial for members

• Member feedback informs our direction and activities• Forums/presentations identify new member opportunities and/or encourage prospective

membership• Existing members retained, 5% increase new members per annum (e.g. from priority

industry sectors/membership gaps)

2.4.2 StructureProgressively review structure and resources to successful deliver the 3 year strategic plan and annual business and marketing plans

• NTA structure supports plan delivery (e.g. paid, voluntary, committees, working groups, co-opted support)

• Broadened revenue base (e.g. Council, members, sponsors, grants)• MoU revised to align with the strategic plan

2.4.3 GovernanceEnsure the Association remains compliant and accountable

• All Committee of Management positions filled• Committee of Management members attend minimum of 6 meetings per year• AGM held• MoU deliverables actioned and reported to Council

2.4.4 Strategic PlanProgressively implement the 3 year strategic plan

• Annual review of 3 year strategic plan is completed by May each year in consultation with Council and members

• Annual business plan and budget incorporates 12 month priorities

2.4.5 PartnershipsContinue to foster partnerships that maximise opportunity and add value to our direction

• Key partners identified and partnership plan actioned

2.4.6 CommunicationContinue to implement a communications plan to inform, update and report on progress

• 11 newsletters sent to members and key stakeholders per annum• 1 presentation to Council per annum• Presentations to key stakeholders• Our community is informed of NTA activities

Desired Outcomes:

• Broadened and actively engaged member base • Appropriately resourced structure to progressively deliver our strategic plan• Memorandum of Understanding ensures ongoing support for our 3 year strategic plan• Financially viable association

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