Tourism Strategy Goals

Strategic Area

No.

Strategy

Measures of Success

Market Intelligence

1.1

Support research opportunities which inform marketing direction and assist the tourism industry’s market intelligence.

• Marketing direction reflects market intelligence and visitor feedback; and
• Tourism industry informed in a timely manner.

Collaborative Marketing

1.2

Develop and implement an annual integrated strategic marketing plan that provides direction and focus for industry to collaborate, participate and contribute.

• Amount and diversity of collaborative marketing opportunities available; and
• Increased participation by tourism industry in collaborative marketing opportunities.

Leverage our Position

1.3

Leverage City of Yarra’s attributes (product strengths and diverse visitor experiences) with Tourism Victoria’s brand campaigns and Destination Melbourne Limited’s (DML) marketing activities.

• City of Yarra attributes are featured in relevant Tourism Victoria and Destination Melbourne Limited marketing activities; and
• Tourism Victoria and Destination Melbourne Limited regularly informed of City of Yarra attributes, products and experiences.

1.4

Identify and leverage from Melbourne’s major events.

• Increased participation of City of Yarra business, community and Council in Melbourne’s major event activities (as agreed).

Products & Experiences

1.5

Continue to identify opportunities for products/experiences to ensure an appropriate range and diversity of products/experiences is provided.

• City of Yarra business database updated annually; and
• Opportunities identified.

1.6

Facilitate opportunities for industry to link their products/experiences across the municipality.

• Number and range of linked products/experiences available.

Communications

1.7

Identify and utilise existing communication opportunities to raise awareness of the benefits and value of tourism and inform stakeholders of the progress of the draft Strategy.

• Stakeholders informed of progress; and
• Value of tourism increasingly understood by key stakeholders and decision makers.

Strategic Area

No.

Strategy

Measures of Success

Industry Leadership & Advocacy

2.1

Advocate on transport issues that impact the visitor experience.

• Yarra’s tourism industry has a voice on transport issues that impact the visitor experience in the City of Yarra.

Sustainable Transport Awareness

2.2

Continue to communicate the availability of the different sustainable transport options for visitors.

• All marketing communications contain sustainable transport and universal access message; and
• Increased awareness of available sustainable transport options.

Sustainable Transport Alternatives

2.3

Support and enhance existing sustainable transport modes and identify new opportunities for visitors to travel to and within the City of Yarra.

• New modes of transport are identified;
• Increased number of visitors utilising sustainable transport modes;
• Linkages of products and experiences support sufficient visitor dispersal; and
• New sustainable transport infrastructure enhances the visitor experience.

Strategic Area

No.

Strategy

Measures of Success

Retaining Character

3.1

Establish what is valued about the City of Yarra and how it impacts the visitor experience.

• Tourism industry’s position on the character and amenity value is defined and articulated.

3.2

Determine measures for protecting and enhancing what visitors value about the City of Yarra’s character and amenity.

• City of Yarra’s Structure Plans and Urban Design Frameworks reflect measures for protecting and enhancing the character and amenity.

Industry Leadership & Advocacy

3.3

Provide a tourism voice to Council and business on what visitors value about the character and amenity.

• Tourism voice is represented to appropriate Council departments that impact the visitor experience; and
• Increased awareness across all businesses of what visitors value about the City of Yarra’s character.

Visitor Amenity

3.4

Continue to provide a safe experience for our visitors.

• Visitors perceive the City of Yarra as a safe destination.

3.5

Engage with Council, industry and community on ways to improve infrastructure and facilities to support the visitor experience

• Whole of Council approach to improving streetscapes, infrastructure and facilities.

Strategic Area

No.

Strategy

Measures of Success

Industry Leadership & Advocacy

4.1

Investigate and determine the most appropriate model for a local tourism body in the City of Yarra.

• Investigation undertaken and recommendation considered for action.

4.2

Review the Tourism Strategy annually in collaboration with the tourism industry.

• Tourism Strategy remains relevant to responding to the tourism industry’s needs.

Council Awareness

4.3

Educate and embed an understanding of the value and role of tourism with all Council staff and Councillors.

• High tourism awareness across Council departments.

4.4

Support the Tourism Strategy to continue to be integrated in Council planning processes.

• Tourism is considered and integrated into Council processes and departmental priorities.

Business Awareness

4.5

Continue to raise awareness of the value and role of tourism to business.

• Increased awareness by businesses of the value of tourism.

Connecting Industry

4.6

Facilitate opportunities to connect tourism industry businesses and stakeholders.

• Business Associations are actively involved in tourism.

Industry Capability

4.7

Facilitate educational opportunities to build industry’s capability.

• Calendar of industry development opportunities is produced; and
• Industry development opportunities are well attended and valued.

4.8

Support ways to acknowledge and recognise our tourism industry’s achievements.

• Local tourism businesses are celebrated and acknowledged.

Tourism Employment

4.9

Foster relationships to support local employment opportunities in the tourism industry.

• Links developed for industry to consider local employment opportunities.

Strategic Area

No.

Strategy

Measures of Success

Resident Engagement

5.1

Leverage from Destination Melbourne Limited’s Visiting Friends and Relatives campaign that builds host/resident awareness of things to see and do in their municipality.

• Increased community awareness of City of Yarra visitor experiences; and
• Visiting friends and relatives market will account for a greater proportion of tourism in the City of Yarra.

5.2

Manage the impact of visitor activity on residents.

• Reduction in resident complaints to Council in association with visitor activity; and
• Residential expectations are managed.

5.3

Explore methods to embrace community’s enthusiasm for living in the City of Yarra to enhance the visitor experience.

• Civic pride supported; and
• Greater involvement from the community in tourism promotion and development.

Council Information Role

5.4

Empower Council’s front line staff to become visitor information sources.

• Front line Council staff have a better understanding of what City of Yarra offers residents/visitors; and
• Front line Council staff are actively engaged as information ambassadors.

Buying Local

5.5

Continue to encourage residents, Council and the local tourism industry to buy local and support local businesses.

• Greater awareness by residents, Council and the tourism industry about the benefits of buying local; and
• Greater collaboration between local businesses.