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Strategic Plan
pg. 1
Strategic Plan
Prepared for
Tenterfield Visitors’ Association
Authors: Stephanie Taylor, Paul Jamieson
March 2015
Version: 1.0
12 March 2015
Strategic Plan
pg. 2
CONTENTS
EXECUTIVE SUMMARY & INTRODUCTION ............................................................................................................... 3
ABOUT US ................................................................................................................................................................................. 5
Tenterfield Visitors’ Association ............................................................................................................................... 5
Our Vision ....................................................................................................................................................................... 5
Our Mission Statement .............................................................................................................................................. 6
Our Values ....................................................................................................................................................................... 6
Situational (SWOT) Analysis ....................................................................................................................................... 7
The Visitors’ Information Centre .............................................................................................................................. 6
Budget ................................................................................................................................................................................... 7
Comparison with Other Visitors’ Information Centres ................................................................................... 9
Granite Belt Wine Country ...................................................................................................................................... 9
Glen Innes .................................................................................................................................................................... 10
VISION, PLAN, ISSUES & STRATEGIES ...................................................................................................................... 11
Our Vision ......................................................................................................................................................................... 11
Key Threats, Weaknesses & Strategies ................................................................................................................ 11
Threats & Strategies ................................................................................................................................................ 11
Weaknesses ................................................................................................................................................................. 12
Developing Strong Community Relationships ................................................................................................. 12
Tenterfield Shire Council ...................................................................................................................................... 12
Tenterfield & District Business Association (TADBA) ............................................................................. 13
Local Residents .......................................................................................................................................................... 13
SUPPORTING MARKET RESEARCH & STATISTICS ............................................................................................. 15
Published Research ...................................................................................................................................................... 15
Country NSW Regional Destination Management Plan: Inland NSW Tourism ............................. 15
Community Road Map: New England – Inland NSW Tourism .............................................................. 17
Destination Management Plan - Tenterfield Shire Council .................................................................... 18
Surveys ............................................................................................................................................................................... 18
Tourist Survey ............................................................................................................................................................ 18
Members Survey ....................................................................................................................................................... 19
ONGOING MEASUREMENT & REVIEW ..................................................................................................................... 21
The i sign ........................................................................................................................................................................... 22
Future Surveys ............................................................................................................................................................... 22
LIST OF APPENDICES ....................................................................................................................................................... 23
Strategic Plan
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EXECUTIVE SUMMARY & INTRODUCTION
The Tenterfield Visitors’ Association (TVA) has prepared this Strategic Plan as a guide to a
sustainable future. In summary the Tenterfield & District Visitors Association believes it needs
the following assurances to be able to plan for a long term future.
A 5 year lease on the current premises TVA leases from Council (i.e. the Tenterfield
Visitors’ Information Centre)
Ongoing financial support of $35,000 per year, CPI indexed.
This document includes an analysis of the TVA’s current situation:
Our Mission Statement
Our Values
Our Vision
The plan examines the status quo and projects current trends as well as taking guidance from
state, regional and local tourism management plans.
The TVA’s three major stakeholders are:
1. Visitors to the Centre – Over 50% of our income comes from sales at the VIC
2. Tenterfield Shire Council & ratepayers - 30% of our income has, in the 2014-5 financial
year, been provided by Council and is used to help pay for general running costs of the
centre. The TVA is most appreciative of this financial help.
3. Members – approximately 16% of our income comes from membership fees.
To measure the current level of services that we provide against stakeholder expectations,
surveys of both visitors and members have been recently undertaken. It is our intention that
these surveys will be repeated at regular intervals to ensure that we continue to meet
stakeholder expectations in a changing world.
A SWOT analysis has been conducted and this Plan will highlight how we will use our strengths
to overcome any weaknesses and how we will address any threats to ensure we are able to take
advantage of opportunities.
The key threats we are currently facing include:
Security of Tenure
Financial insecurity into the future.
We are hoping to work with Tenterfield Shire Council to help overcome both of these serious
threats as well as using our own resources to increase our income sources over the following
year, and into the future.
This document outlines how we aim to achieve our plans and work towards our goal of regaining
total responsibility for Tourism within Tenterfield Shire, including a budget forecast and a plan of
forecasted fundraising events.
Strategic Plan
pg. 4
The Budget forecast to 2017 shows that without the support of Tenterfield Shire Council, the TVA
and VIC will cease to operate in its current capacity within three years, depending on the success
of our other fundraising events.
For comparison, we have also included financial statements from two of our nearest neighbours:
Granite Belt Wine Country and Glen Innes Visitors’ Information Centres.
Research has shown that Visitors’ Information Centres dominate as the first choice for travelers
when seeking information to plan domestic holidays.1
Two surveys conducted by the TVA between October and December 2014 have reinforced that
Tenterfield VIC provides a high level of services to both travelers and it’s members.
1 1 Inland NSW Tourism: http://www.inlandnswtourism.com.au/
Strategic Plan
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ABOUT US
TENTERFIELD VISITORS ’ ASSOCIATION
The TVA is a Not-for-Profit Community Association. It has over 140 businesses or individuals as members
and has been in operation for 25 years.
The Committee, as elected in 2014, includes:
President Peter Brier-Mills
Secretary Kim Rhodes
Ass. Secretary Stephanie Taylor
Treasurer Alan Donges (elected 2 February 2015 following resignation of Michael Jones)
Others Lynton Rhodes, Neal Taylor, Michael Henrysson
The Association is run under the Associations Incorporation Act 2009 and the committee is committed to
good governance based on those rules. The organisation is transparent and open to all with considerable
experience in all aspects of tourism including operations, marketing, financial management and strategic
planning.
The association runs the VIC for maximum benefit for all our stakeholders:
1. Tourists
2. Tenterfield Shire Council and ratepayers
3. Members
a. tourism operators
b. other local businesses & attractions
c. private members
In October 2014 a Strategic Plan Working Group was created. The aim of this group was to undertake
research, conduct surveys and prepare this Strategic Plan. This Working Group consisted of:
Paul Jameson (Group Facilitator)
Peter Brier-Mills
Kim Rhodes
Stephanie Taylor
Michael Henrysson
Denis Cartledge
Julie Virtue
Many thanks to all those who contributed background information, data and advice to help put this
document together.
OUR VISION
“Our vision is to be an innovating and engaging starting point for tourism
experiences in the Tenterfield Shire by showcasing the best of what we have to
offer in terms of visitor attractions.”
Strategic Plan
pg. 6
OUR MISSION STATEMENT
The mission of TVA is to enhance every visitors experience to the Shire and to encourage tourism growth
through the management of the Tenterfield Visitors’ Information Centre.
A successfully run Visitors’ Information Centre will result in:
Increase visitation
Enhance visitor experience
Increase length of stay
Encourage return visitors
Increase spend
Create ambassadors
Increase awareness
OUR VALUES
The TVA is committed to:
Excellence in customer service
Providing high quality regional products and memorable experiences
Building and maintaining strong partnerships with tour operators, local businesses and Council
Creating a vibrant, lively hub of activities that attracts local residents as well as visitors
Using innovating approaches in areas such as technology and design
Recognising and promoting the diverse heritage of the region
Moving Tenterfield Shire from a place that people just “pass through” to tourism destination.
Continuing communication with our members and the general public with the ongoing
production of publications such as the Quarterly Newsletter.
THE VISITORS’ INFORMATION CENTRE
The VIC’s primary function is to provide information to visitors to the Shire. This service is predominantly
performed by local volunteers who have a detailed knowledge of local history, attractions, facilities, the
local business environment and current events. Training is provided in retail operations together with
regular familiarisation tours to local businesses and attractions.
The building that houses Visitors’ Information Centre (VIC) was built in the 1990s by Tenterfield Shire
Council on land purchased from the Salvation Army. The TVA had a major input into the building via
funding grants. TVA currently rents the premises from Tenterfield Shire Council for a sum of $6,000 per
annum including GST.
The office space within the VIC is shared with Tenterfield Shire Council’s Tourism Officer, who is
responsible for the marketing of the Shire.
Until the very recent past, the TVA employed a Tourism Officer, very successfully, and were responsible
for tourism in the Tenterfield Shire as a whole. It is still managed by the TVA who employ a Centre
Coordinator to supervise the day-to-day operations and work with the eighteen (18) volunteers who staff
the VIC seven days a week.
As well as providing free maps and an array of brochures, the centre sells a range of products that
includes maps, local wines, Tenterfield branded souvenirs, giftware and books.
Strategic Plan
pg. 7
The VIC is partially funded from retail sales and membership funds and is currently planning a fundraising
events for 2015.
If this event proves successful it is envisaged that it will be repeated on an annual basis and it is hoped
that the event will become an attraction in its own right – drawing people from the wider region.
It is expected that the event will make over $1,000 in the first year, but with continued effort this could
increase in the future.
On Monday 16 February, key Committee members met with Member for Lismore, Mr Thomas George, to
seek advice on applying for a grant to help pay for the much needed modernization of the VIC.
SITUATIONAL (SWOT) ANALYSIS
BUDGET
TENTERFIELD AND DISTRICT VISITORS ASSOCIATION INC.
INCOME 2015 2016 2017
59,954 Sales 70000 75000 75000
Accommodation Commissions 500 750 1000
1,016 Donations 500 500 500
18,269 Memberships 20000 25000 30000
2,887 Bank Interest 2900 2900 2900
4,224 Reimbursements - Sundry 500 500 500
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pg. 8
526 Miscellaneous 200 200 200
100 Rents Received 500 500 500
453 Tenterfield Shire Council 36600 0 0
87,427 Total Income 131700 105350 110600
Cost of Sales
43,507 Purchases 40000 42000 44000
6,450 Stock Movement
49,957 Total Cost of Sales 40000 42000 44000
37,470 Gross Profit 91700 63350 66600
EXPENSES 2015 2016 2017
20 General Expenses 20 20 20
2,500 Bookkeeping & Review fees 2000 2500 2500
658 Advertising & Marketing 1000 1000 1000
622 Bank Fees 1000 1000 1000
164 Catering
2,322 Computer/Photocopying 50 100 100
96 Department of Fair Trading 75 75 75
1,857 Display Costs 1800 1800 1800
38 Bags & Packaging
4,189 Electricity Expenses 4200 4500 5000
9 Freight
1,718 Insurance 1700 1800 1900
1,073 Licences, Registrations etc 1100 1100 1100
105 Memberships
260 Miscellaneous 1500 1750 2000
1,066 Petty Cash 1000 1000 1000
499 Postage 500 650 800
5,802 Printing & Stationery 8500 8500 8500
Promotions
1,045 Website 750 750 750
1,212 Conference, Travel & Entertainment 1000 1000 1000
945 Volunteer Training 1000 1000 1000
900 Staff Training
4,196 Telephone & Fax 4200 4500 4800
215 Volunteer Uniforms
208 RSA Training 1200 1200 1200
4,606 Rates & Council Charges
Rent 5200 5200 5200
1 Online Booking Transactions
Payroll Expenses
41,130 Wages & Salaries Expenses 54600 54600 54600
919 Work Cover Premiums 920 920 920
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pg. 9
EXPENSES 2015 2016 2017
2,589 Superannuation Expenses 5000 5000 5000
80,965 Total Expenses 98315 99965 101265
(43,495) Operating Profit/(Loss) -6615 -36615 -34665
Other Expenses
Provisions
50,000 Display Refurbishment
45,000 Tenterfield Book Reproduction
95,000 Total Other Expenses 0 0 0
(138,495) Net Profit/(Loss) -6615 -36615 -34665
COMPARISON WITH OTHER VISITORS’ INFORMATION CENTRES
All VICs of a similar size are funded either through by council contribution or council actually operating
the centre.
GRANITE BELT WINE COUNTRY
Below is Granite Belt Wine Country Budget.
After 6 years they are now self-funding approximately 40% of their operations through membership,
profit on the Visitor Guide, online booking commission and VIC sales.
Council allocates approximately $167, 000, though $77,000 is allocated to their marketing manager so
$90,000 is actually provided in terms of operating the Centre.
Account Name Income Expenses
Income
Membership
Annual Subscriptions Members 77,000
Council Allocation 166,757
Bank A/c Interest 4,800
Festival & Events
Brisbane Good Food & Wine Show 27,000
Seasonal Showcase in Brisbane 12,000
Snowflakes in Stanthorpe 3,000
Elevated Taste 800
GB Visitor Guide 39,000
Strange Bird income 3,000
Online Booking Commissions 11,500
VIC Souvenir Sales 48,000
VIC Cost of Goods Sold -32,000
Total Income 360,857
Expenses
Operational Costs
Strategic Plan
pg. 10
Accounting Fees 2,700
Bank Charges 480
Bank Merchant Fees 2,400
Bookeasy Fees 2,160
Computer Software 1,500
Depreciation Expense 5,000
Domain Name 100
Dues & Subscriptions 500
Insurance 2,235
Licence & Permit Fees 500
Market Research 525
Meetings & Seminars 2,100
Minor Capital Items 1,200
Postage 3,100
Printing & Stationery 4,800
Repairs & Maintenance 1,500
Rent 2,600
Telephone 8,000
Staff Training 3,000
A breakdown of campaigns & events within the Granite Belt is as follows:
Campaigns
Expenses Net Income/(exp)
Brass Monkey - Winter 11,000
Primavera - Spring 13,000
Elevated Summer 8,000
Granite Belt Gold - Autumn 10,000
Southern Downs Nature & Adventure 12,000
Southern Downs Tour Packaging 8,000
Seasonal Image Library 4,000
66,000
Festivals & Events
Brisbane Good Food & Wine Show 27,000 29,000 (2,000)
Regional Flavours 2,500 (2,500)
Seasonal Showcase in Brisbane 12,000 16,000 (4,000)
Snowflakes in Stanthorpe 3,000 5,000 (2,000)
Elevated Taste 800 1,000 (200)
15,800 22,000 (6,200)
GLEN INNES
We have been advised by Glen Innes VIC that Council allocates $1 million to Tourism and approximately
$400k of that goes to running the Visitors Centre. They employ 1 full time tourist officer and part-time
casuals. Out of the $400k, $130k is allocated to wages.
Strategic Plan
pg. 11
VISION, PLAN, ISSUES & STRATEGIES
OUR VISION
“Our vision is to be an innovating and engaging starting point for tourism experiences in the Tenterfield Shire
by showcasing the best of what we have to offer in terms of visitor attractions.”
Our success in providing this service to our Members and to visitors has been reinforced by the surveys
conducted in late 2014. (See Appendix A and B.)
KEY THREATS, WEAKNESSES & STRATEGIES
THREATS & STRATEGIES
SECURITY OF TENURE
Tenterfield Shire Council licenses the VIC to TVA on an annual basis and provides funding in the same
way. This makes the task of planning for more than 12 months ahead virtually impossible due to the
following issues.
Strategies:
TVA would like to negotiate a 3-5 year lease with Tenterfield Shire Council, with the option to renew
for a further 3-5 years. This would give TVA security of tenure as well as allowing us to develop a 5
year plan rather than a 12 month Plan.
TVA would need to negotiate support of $35,000 annually for the term of that lease. This amount
should be indexed to CPI.
Actions:
Committee to further develop our solid relationship with Tenterfield Shire Council through regular
communications, face-to-face and written.
ONGOING BUDGET OVERRUNS DUE TO LOSS OF FINANCIAL SUPPORT
As shown above in our Budget, without such support, TVA would operate at a loss of $35,000 per annum
and would not be able to operate after 3 years.
Over the past 18 months the TVA centre coordinator, along with the Committee Treasurer, have worked
hard to bring down the running costs of the Centre to an absolute minimum. We are now at the point
where we cannot continue to function if we reduce costs any further.
Example: Volunteers are frequently reluctant to switch on the air-conditioning and would prefer to
shiver in an attempt to keep electricity costs to a minimum.
The TVA owns all assets within the VIC with the exception of a few chairs belonging to the Arts & Crafts
Society. These assets include:
Strategic Plan
pg. 12
Fittings & furnishings, including displays, pictures etc.
All current stock
Plant & equipment
Website, Facebook page and Pinterest site.
The VIC also holds the current liquor license, with the licensee being Lara Flanagan, Centre Coordinator.
WEAKNESSES
OUR FINANCIAL FUTURE
The TVA could not operate without the team of dedicated, experienced and highly knowledgeable
volunteers that we are fortunate enough to have. Over the past months there has been deep concern
about the future management of the VIC and destabilization over the uncertainty of the financial future of
the TVA.
Both the surveys undertaken by TVA during the summer of 2014 reinforced the need for a “make-over” of
the interior of the VIC, with interactive displays and modernized fittings. TVA has received quotes for this
work to be done but without security of tenure and ongoing financial support, cannot commit to making
these changes.
Strategies:
Key TVA Committee members met with Member for Lismore, Mr Thomas George on 16 February
2015 to discuss the possibility of a grant to help cover costs of a renovation.
We plan to increase our income through regular fundraising events. Currently the largest part of
our income comes from sales within the VIC. Sales income has increased due to the success of the
Beautiful Tenterfield book but is not expected to increase greatly over the next 2 years.
Membership provides us with approximately 16% of our income so our strategy is to continue
increasing membership numbers rather than membership fees at this stage. This will be achieved by
more public awareness of the benefits of membership to the TVA.
We will further increase our income through ticket sales and other fund-raising events such as the
Black Tie event mentioned above.
Actions:
Committee to explore grant opportunities
Committee to work with Centre Co-ordinator to explore and organize fund raising events
To increase our Membership by advertising and networking events
To continue to explore other ways to increase our income.
DEVELOPING STRONG COMMUNITY RELATIONSHIPS
TENTERFIELD SHIRE COUNCIL
The TVA recognizes that Tenterfield Shire Council is one of our major stakeholders.
As such we plan to work closely with Tenterfield Shire Council in the future to:
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pg. 13
Address the current Threats to our current management structure and security of tenure
To build closer a working relationship between TVA Committee and Council
Maintain a strong awareness of Tenterfield as the “Birthplace of Our Nation” and participate in
community events associated with this theme and other nationally recognised historical and social
associations 2
Ensure that the Tenterfield’s heritage assets and TSC’s heritage values are promoted by the TVA 3
TENTERFIELD & DISTRICT BUSINESS ASSOCIATION (TADBA)
The TVA shares many of its business members with TADBA and will be continue to work with them for
the best interest of all members, to:
Promote local businesses
Refer visitors to tourist attractions, accommodation and service providers
Provide networking opportunities for our members
LOCAL RESIDENTS
The TVA would like to promote the VIC to Tenterfield Shire residents. Many residents have never been
into the VIC and as such are unaware of the services we provide and the gift items on sale.
We will hold a regular annual event aimed at inviting locals into the VIC as a way of raising
awareness of what the VIC has to offer residents and their families & friends.
TVA MEMBERS PERCEPTIONS OF THE TVA & THE TVIC
70% of respondents responded that they believed the VIC’s role was to provide visitors with
information on local natural and historical points of interest
48% believed the role of the VIC was to direct visitors to accommodation places and other
businesses
43% believed that the VIC was often the “first port of call” for visitors to Tenterfield and to create
a positive first impression
35% believed that the VIC played a “vital” or “essential” role as a public shop-front for Tenterfield
Shire
26% stated that the VIC’s role was to encourage more visitors or return visitors
22% stated that the responsibility of the VIC was to increase visitor’s stay and spend within the
Shire
22% believed that the VIC’s role was to provide visitors with information on “what’s on” in and
around Tenterfield
22% saw the VIC as a conduit between visitors and local businesses
17% believed the VIC was there to find out what would make visitors return or stay longer
13% mentioned the importance and value of polite, friendly and knowledgeable staff
9% mentioned VIC’s role was to help visitors to find services (unspecified)
2 Tenterfield Shire Council, Tenterfield Heritage Strategy 2015-2018 p. 6 3 Ibid.
Strategic Plan
pg. 14
Just one respondent (4%) saw their role as to simply “provide information” (again, unspecified).
Some examples of responses:
“ Vital role – often the first experience for visitors of our shire’s people and place. [It is]
Imperative that good standards are maintained and improved – visitors often have high
expectations based upon their travels elsewhere and research. It requires [skilled staff] to
assess their situation – polite, friendly, welcoming to start with, followed by experience and
expertise to find out what [visitors] want then offer more information to enhance their time
here. E.g. more likely to see platypus at dusk, after rain. ”
“ Visitor Centre has fantastic volunteers with a vast knowledge of the area. They give out
information as required with a happy smile and efficiency. They help the local wineries by
selling their wines. They cooperate with Oracles of the bush and other activities etc., and by
doing this they bring more visitors to Tenterfield. Tenterfield businesses are promoted
constantly by the volunteers. I have worked in the visitor centre on numerous occasions and
have found the visitors always commenting on what a fantastic centre we have and cannot
get over the information they are given. The Visitor Information Centre is there to promote
all businesses, and explain to visitors where they can find whatever they require. ”
“ Ensure that visitors to Tenterfield have a great first impression of the town and to be
informative – which I think they are. ”
“ It is essential to the Shire to provide information and gifts to tourists and locals in this and
surrounding Shires. [To} provide answer (or help find answers) to questions by well-
trained responsive volunteers. A first touch, friendly demeanour by volunteers encourages
visitors to stay a little longer, and that adds money to the local economy which is essential
to this community. ”
“ The Visitors Information Centre is crucial to ensure visitors receive a warm welcome to
town and are assisted with the correct information to make their stay even better. The
centre provides a friendly and professional image of Tenterfield. It is also a great
marketing tool for members to showcase their wares and display brochures. A further
member advantage is referrals to their business and presence on social media sites. The
volunteers who keep the doors open each day are awesome and their knowledge and
passion is a credit to the Centre and to the Tenterfield community. Most of the volunteers
probably don’t even realise just how important their role is in promoting our town and
attractions. We believe the way the centre is run at the moment is very good and beneficial
to members and the community. As the Centre is information based only it is not
Strategic Plan
pg. 15
responsible for marketing its operation is vital to ensure that any tourism and event
marketing information is re-enforced to visitors. ”
“ The VIC plays an utterly vital role in the growth and development of the 2nd most
important (and growing) industry in Tenterfield, i.e. Tourism. This town has to promote
growth and progress through tourism and other ways or it will become an old people's
village and will continue to die. ”
“ Very important for the local economy and encourages new people to live here. We are
amazed by the number of people who have moved to the district and say one of the deciding
factors was the information they received from the Visitors Centre. ”
SUPPORTING MARKET RESEARCH & STATISTICS
PUBLISHED RESEARCH
COUNTRY NSW REGIONAL DESTINATION MANAGEMENT PLAN: INLAND NSW TOURISM
This plan has identified three priorities:
Priority 1: Develop a regional brand strategy for Country NSW.
Priority 2: Develop a new regional digital distribution platform.
Priority 3: Develop an integrated Visiting Friends & Relatives (VFR) program. 4
Inland tourism NSW plans to undertake a review of all VICs but this is unlikely to have any results until
late 2015. Consumer research shows the following very positive results about the role of VICs:
4 Inland NSW Tourism: http://www.inlandnswtourism.com.au/
Strategic Plan
pg. 16
Strategic Plan
pg. 17
There are also recommendations about development of quality tourism products and industry
collaboration particularly in the areas of marketing and training. 5
COMMUNITY ROAD MAP: NEW ENGLAND – INLAND NSW TOURISM
This report says:
“In the short to medium term the region has potential to increase its share of the visitor economy
generated by events by improving the coordination and standard of products and services on offer to
attract and disperse this segment throughout the region. This will give visitors reasons to stay
longer or experience more when they are in region. Improved coordination to avoid overlap, as well
as efforts to bundle and package accommodation with other experiences such as natural attractions,
retail and dining options, will play an important role in leveraging the economic benefit to the
broader region of events. It is important to recognise that many events are generated by other
sectors who may not be considering the visitor economy impacts of their event. It is therefore critical
that in managing the destination a clear working relationship is established with relevant sectors
such as agriculture, health, education, government, retail and service sector to ensure proper
communication, planning and support is provided to event organisers to ensure destination
management goals are achieved.”6
5 Ibid. 6 Inland NSW Tourism, Community Roadmap New England
Strategic Plan
pg. 18
Later it says:
“The key challenges identified for the region highlight some clear destination priorities, which are
linked under the overarching objectives shown below.
1: Collaboration - we will work together to manage and develop our destination to increase
productivity, yield and visitor numbers
2: Be compelling - we will deliver a compelling promise and value proposition to consumers
3: Communicate clearly - we will articulate the full scope of our promise to consumers
4: Be ahead of the game - we will use information and expertise to innovate our approaches to
delivery” 7
DESTINATION MANAGEMENT PLAN - TENTERFIELD SHIRE COUNCIL
This plan, covering 2014-2017, shows strong commitment to support the VIC.
It also sets priorities as follows:
“The following four strategic actions have been identified as critical to achieve the vision for
Tenterfield & District and increase visitor expenditure by 2020.
1. Marketing and Promotions
2. Product and Event Development
3. Industry Development
4. Partnerships and Communication “ 8
SURVEYS
Two surveys were conducted by TVA between October and December 2014. These were:
TOURIST SURVEY
The objective of the Tourist Survey was to measure the following:
1. Where had the Tourists come from?
2. Was this their first visit to Tenterfield, and would they return?
o If so, what would they do here?
3. What type of accommodation did they use if they stayed overnight or longer?
4. What tourism experiences within Tenterfield shire were they aware of?
5. Did they come into the VIC?
6. If so, were they satisfied with the service & information provided?
o Did it extend their stay within the Shire?
7 Ibid. 8 Tenterfield Shire Council, Destination Management Plan 2014-2017, p. 1
Strategic Plan
pg. 19
7. What other towns or villages within the Shire were they aware of?
Of those visitors who stated that they had been to the VIC seeking information, only 1% were not satisfied
with the information provided:
The full survey report is included as Appendix A to this Plan.
MEMBERS SURVEY
The objective of the Member Survey was to measure the following:
1. The types of businesses represented by Members
2. The percentage of Members who had visited the VIC
3. The level of satisfaction with the services provided to Members
4. Whether business Members were receiving referrals from the VIC
5. Members’ perception of what role the VIC played within Tenterfield Shire
6. Suggestions for improvement
7. Level of satisfaction regarding the information provided to Members by the VIC
The full survey report is included as Appendix A to this Plan.
95% our members have been into the VIC.
TVA Members who had been into the VIC responded as follows when asked whether they were happy
with the services provided:
Yes99%
No1%
IF YES, WERE YOU SATISFIED WITH THE SERVICE AND INFORMATION
PROVIDED?
Strategic Plan
pg. 20
Yes, 39, 93%
No, 1, 2%
No Response, 2, 5%
WERE YOU SATISFIED WITH SERVICES PROVIDED AT THE VIC?
Strategic Plan
pg. 21
ONGOING MEASUREMENT & REVIEW
Measurement is the key to performance and improvement. When conducting the research which supports this
Plan (See Appendix A and B) the TVA used a structured approach based on Edward Denning’s continuous
improvement cycle of Planning > Doing > Measuring > Acting.
Regular and scheduled measurement and review will be ongoing and will use a variety of tools. TVA will
develop systems to measure performance using the above methodology, and these tools will be
implemented as they become available.
TVA will go through a formal review process – an internal audit – after each anniversary of this Plan being
adopted. The Committee will record actual performance against expectations and seek to devise strategies
and actions where there are shortfalls.
Areas that will be measured include:
Level of satisfaction with services provided by TVA to its Members
Level of satisfaction with services provided by the VIC to visitors to the Shire
Level of satisfaction with Tenterfield Shire Council’s expectations & requirements.
Strategic Plan
pg. 22
THE i SIGN
The VIC is accredited with NSW Accredited Visitor Information Centre Network. This allows the VIC to
use the following signage.
This accreditation:
“….provides consumers and the industry with an assurance that an Accredited Centre is committed to
quality business practice and professionalism. The primary focus is to ensure that standards of service
delivery meet and, where possible, exceed the visitors expectations.” 9
In short, when visitors see the i signage they can be confident of receiving the highest quality service.
The AVIC Accreditation is audited every12 months and is a very thorough and exacting process. The TVA
is 100% committed to maintaining this accreditation. One major requirement is that the VIC must have a
designated employee whose job description is to look after the TVA without which the Centre would be
stripped of their accreditation.
FUTURE SURVEYS
In 2017 TVA should undertake surveys similar to those conducted for this report - one for visitors and one
for TVA members as well as completing a check of any requirements that TSC has to maintain ongoing
support.
These surveys and checks should seek out trends in the local industry and seek strategies to capitalise on
new and altering needs amongst members, visitors, tourism operators and TSC.
We would also like to work with Council to draw up an audit process to ensure that we are meeting any
expectations which TSC requires for ongoing support.
9 Aurora Research, http://www.auroraresearch.com.au/accreditation-information.html
Strategic Plan
pg. 23
LIST OF APPENDICES
Appendix A Tourist Survey 2014
Appendix B Members Survey 2014
