Macleay Valley Coast Tourism Strategic Plan January 2005 ...

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Macleay Valley Coast Tourism Strategic Plan January 2005 to December 2009 – Final Draft __________________________________________________________________________________ 6.1 STRATEGY 1 - Adoption of a New Tourism Management Model An industry cluster model will be adopted as a new tourism management model for the MVC and attract a diverse membership base comprising those stakeholders that have a direct or indirect role to play in tourism. The central core of the cluster will comprise those commercial operators that receive financial benefits from cluster activities. These commercial members will pay a membership fee that assists in funding the ongoing business activities of the cluster ad be expected to take a driving role in marketing and product development activities of the cluster. The commercial heart of the cluster will be supported by non-paying members comprising those stakeholder groups that support the tourism industry yet do not receive financial benefits from their involvement in tourism. Examples include KSC, protected area management agencies, economic development agencies, training and business support services etc. 6.1.1 Desired Outcome The intended outcome of this strategy is to develop a strong industry cluster that is sufficiently resourced and possesses the pre-requisite skills base to implement actions contained in this Five Year Plan. If this new model serves as a powerful economic growth model for the tourism industry, then it serves as a template that may have application for other industry sectors of the MVC. Active participation from a wider set of stakeholders will provide access to a far greater resource base and reduce the current reliance on Council to be the principle driver of tourism marketing and development in the MVC. Industry will be encouraged through progressive development of their skills capabilities and resources to take a stronger role in marketing and product development for the MVC tourism network. The cluster will also actively involve other important agencies through cluster project teams to assist in tourism planning and development and encourage resource contributions and investment of skills and effort by these agencies that assist in implementing a wide range of projects that address tourism industry needs of the MVC. While Council will continue to play a strong role in facilitating industry growth, its primary focus will be directed towards buildings the cluster's capabilities and facilitating and coordinating the implementation of actions contained in this Five Year Plan through managing and coordinating the Cluster's project teams. As the cluster's capabilities and membership base progressively increase over time, it may be possible to develop sub-clusters for discrete tourism sectors such as the arts/crafts sector, tours/activities sector, accommodation sector, backpacker sector etc. that operate under this broader overarching cluster model for the tourism industry. 6.1.2 Objectives The cluster seeks to: • Consolidate a fragmented industry into a powerful coordinated network and peak body for MVC tourism; • Become an industry led planning device that empowers industry to take a lead role in directing industry marketing and product development directions; 23 __________________________________________________________________________________ ATS Group Pty Ltd Consulting Solutions
Macleay Valley Coast Tourism Strategic Plan January 2005 to December 2009 – Final Draft __________________________________________________________________________________ • Progressively reduce Council's role in driving tourism marketing and product development for the Shire and increase its industry facilitation capabilities; • Bring significant tangible benefits to its membership base through collective activities conducted by the cluster; • Provide access to and involve a wide set of important decision makers in tourism strategy; • Use paying members to finance the ongoing activities of the cluster; • Encourage paying and non-paying members to contribute finances, skills and effort using appointed specialist project teams to secure sufficient resources to implement actions contained within the Five Year Plan; and • Progressively enhance the capabilities of the cluster to address issues facing the industry by building its membership base and pool of skills and resources. 24 __________________________________________________________________________________ ATS Group Pty Ltd Consulting Solutions
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