Hobsons Bay Visitor Information Centre …...Visitor Information Centre (VIC) Williamstown in March...

Hobsons Bay Visitor Information Centre (Williamstown) Business Plan 2006

Prepared by Rachel Donovan Insight Communications In association with Hobsons Bay City Council & Tourism Industry January 2006

Hobson s Ba y V i s i t o r I n f o rma t i o n Cen t r e (W i l l i am s town ) Bu s i n e s s P l a n 2 0 0 6 2

Hobsons Bay City Council would like to acknowledge the contributions

to the Hobsons Bay Visitor Information Centre (Williamstown)

Business Plan by members of the following organisations, and

individuals:

Altona Traders Association

Laverton Traders Association

Newport Traders Association

Williamstown Traders Association

Western Melbourne Tourism

Tourism operators from throughout Hobsons Bay

Staff members of Hobsons Bay City Council

Special thanks are also due to the Volunteers at the Visitor Information

Centre whose contributions have made the visitor service possible.


Table of Contents

TABLE OF CONTENTS 3

EXECUTIVE SUMMARY 5

1. INTRODUCTION 8

2 OVERVIEW OF VIC BENEFITS & TRENDS 11

3. HOBSONS BAY VIC (WILLIAMSTOWN) OVERVIEW 13

4. SWOT ANALYSIS 19

5. TARGET MARKET ANALYSIS 20

6. COMPETITOR ANALYSIS 21

7. STRATEGIC DIRECTIONS 21

8. INFORMATION SERVICES 25

9. COMMUNITY SERVICES 29

10. MARKETING 31

11. ASSET MANAGEMENT & DEVELOPMENT 32

12. INDUSTRY DEVELOPMENT 34

13. OPERATIONS 34

14. HUMAN RESOURCES 35

15. FINANCIAL ANALYSIS 39

16. FUTURE DEVELOPMENT OF THE VIC 40

17. ACTION PLAN YEAR 1 43




Appendix 1 Tourism Industry Workshop Attendees

Appendix 2 Council Workshop Attendees

Appendix 3 Council & Industry Workshop Attendees

Appendix 4 Roy Morgan Values Segments

Appendix 5 Accreditation Criteria


Executive Summary

Introduction

When Hobsons Bay City Council assumed management of the Hobsons Bay Visitor

Information Centre (VIC) Williamstown, in March 2005, one of the first steps

undertaken to guide the centre’s operation was to commission the development of a

three-year Business Plan. Insight Communications was appointed to work with

Hobsons Bay City Council and the local tourism industry to undertake this task.

This Business Plan and its recommendations are consistent with the criteria for the

operation of a centre accredited at Level 2 under the Better Business Tourism

Accreditation Program (nationally-recognised standards).

Vision

Following is a Vision for the VIC in 10 years’ time;

The Hobsons Bay VIC (Williamstown) is an award-winning, best practice visitor

information service where visitors are given a warm welcome and introduction to

Hobsons Bay. Our knowledgeable staff are skilled at responding to and anticipating

visitors’ information needs, providing an unexpected level of outstanding service.

The VIC features a frequently changing series of displays and exhibits that has

established the VIC as a drawcard to Williamstown, and keeps the centre fresh and

engaging for regular visitors. Our use of the latest technology in information

provision increases the appeal of the centre and raises our standard of service.

The VIC is recognised by Council, traders and the broader Hobsons Bay community

as vital to the economic well-being of the municipality, and as providing a valuable

service for all residents.


Summary of Key Directions

The rationale behind the priorities for the operation and development of the VIC as

outlined below are outlined in sections 3-16.

Priorities Year 1

• Attain and maintain Level 2 accreditation through the Better Business Tourism

Accreditation Program (national standards).

• Provision of quality visitor information in the VIC through the enhancement of

displays (given space limitations).

• Investigate the installation of touchscreens to provide 24-hour access to visitor

information.

• Provision of a high level of customer service by well-trained staff and volunteers.

• Development of a brochure display policy that has a wide level of acceptance by

the Hobsons Bay tourism industry.

• Increasing the profile of the VIC to target markets through greater promotion,

including websites.

• Working with the Hobsons Bay tourism industry to increase their understanding

of the VIC’s role and operational procedures.

• Increasing the profile of the VIC’s services and benefits to the economy to local

residents and businesses through media and direct communications.

• Supporting the operations of key community events, as feasible.

• Provision of a basic level of information on local services and facilities to new

residents and businesses, and other community members.

• Continue to network with VICs in adjacent regions, and to participate in

statewide initiatives to improve the operation of VICs in Victoria.

• Commence the detailed surveying and analysis of visitation to the VIC.

Priorities Year 2

• Continue to maintain the operational standards set above, plus:

• Investigate options to increase the visibility of the VIC to attract the attention of

tourists and local residents, eg. install flag poles and flags near the VIC.

• Continue to undertake detailed surveying and analysis of visitation.

• Install touchscreens if the investigation findings prove feasible.


Priorities Year 3

• Following the analysis of visitation to the centre in Years 1 and 2, investigate

options for the development of the VIC (if required), such as the development

of the existing building, or a move to a larger site. Factors to be considered in

the planning process include:

o Significantly increased service area and display space for brochures and

exhibitions of interest to tourists and the local community;

o New interpretation displays that tell local social / cultural, heritage and

environmental stories of the area and its residents, and underpin the

brand positioning of Williamstown and Hobsons Bay.

o New facilities including internet access for visitors, retail component,

staff offices and a brochure storage area.

Priorities Year 4 (beyond the timeframe of this plan)

• Pending the outcomes of the Year 3 planning process, it may require the VIC to

expand within the exisiting building footprint, or consider options for relocation

to a larger premises.

• Install the new facilities and displays as identified above.

NB. Please note that references to Hobsons Bay Sustainable Tourism Strategy in this

document relate to the strategy that will be developed in early 2006.


1. Introduction

When Hobsons Bay City Council assumed the management of the Hobsons Bay

Visitor Information Centre (VIC) Williamstown in March 2005, they sought to

enhance the quality of service and level of usage of the centre as key priorities.

Council also wanted to apply for re-accreditation of the centre as a Level 2 facility

under the nationally recognised Better Business Tourism Accreditation Program.

One of the first steps to achieving these goals was to commission the development

of a Business Plan to guide the centre’s operations over the next three-year period.

Rachel Donovan of Insight Communications was appointed to work with Hobsons

Bay City Council and the local tourism industry to undertake this task.

1.1 Background

In 1998, the Hobsons Bay VIC (Williamstown) was constructed within

Commonwealth Reserve in Nelson Place, Williamstown, close to shops and the

arrival of ferries from Melbourne’s South Bank and St Kilda. The VIC is located

approximately 25 minutes’ drive and 50-60 minutes via ferry from Melbourne’s CBD.

Between 1999 and early 2005, the centre was tendered by Hobsons Bay City

Council to a private operator and was run jointly as a café and Level 2 accredited

information service. With the conclusion of the lease, Council took over the centre

to establish a dedicated visitor information service.

1.2 Plan Objectives

The purposes for developing the Business Plan for the Hobsons Bay VIC

(Williamstown) are as follows:

• To work towards the VIC becoming a sustainable business entity that maximises

the benefits of the service to the communities of Williamstown and the

Hobsons Bay municipality.

• To ensure the VIC provides a high level of customer service to potential and

existing visitors to Williamstown and Hobsons Bay to encourage return

visitation and positive word-of-mouth promotion.


• To consider options for the future resourcing of the VIC.

• To guide the development and operation of the VIC in accordance with the

requirements of Level 2 accreditation under the Better Business Tourism

Accreditation Program (BBTAP).

• To involve both the local tourism industry and Hobsons Bay City Council in the

planning process to ensure support/ ownership of the operation and

development of the centre, as well as to benefit from their expertise.

1.3 Methodology

The methodology for the plan has involved:

o Meeting with Hobsons Bay Council Officers to clarify the project brief

o Identification of the current operations of the VIC

o Review of VIC visitor trends data and relevant research trends.

o Review of similar VICs in Victoria

o Industry and Council workshops to identify the potential opportunities for the

VIC (see Appendices 1 and 2 for a list of attendees).

o Production of a draft business plan for distribution to the tourism industry and

Council staff.

o Further refinement of the draft at a tourism industry and Council Workshop

(see Appendix 3 for a list of attendees).

o Production of the final plan.

1.4 Better Business Tourism Accreditation

Tourism accreditation is a set of standards established for and by the tourism

industry, providing a model for good business practice and customer service1. It is

administered by the Better Business Tourism Accreditation (BBTA) Board of

Victoria. The program is part of a national accreditation initiative.

Accredited VICs are eligible to display a national branding – the blue and yellow ‘i’

signs - that indicate to consumers that they can expect a certain standard of

customer service and quality of visitor information. There are 3 accreditation levels

for VICs which are defined by:

1 Better Business Tourism Accreditation Board, Fact Sheet for Tourism Businesses.


Level 1 Level 2 Level 3

• Visitation of 40,000 or above.

• Generally a stand-alone facility operated independently of other tenants.

• Must carry and display statewide brochures.

• Must have two permanent paid staff on site, 7 days a week.

• Must have adequate car and coach parking to meet demand.

• Must have a 1800 or 1300 phone number.

• Generally 25,000 visitors per year and above.

• Can be a shared tenancy

• Must display as a minimum brochures for local and adjacent regions.

• Must have 1 permanent paid staff on site.

• Must have adequate car parking to meet demand.

• Generally 5,000 plus visitors per year.

• Can be a mixed or private business.

• Must display as a minimum brochures for the local area and surrounding region.

• Volunteers only, or overall management by a tourism association / part-time staff.

• Must have car parking in close proximity.

It has been recommended by Council Officers that Hobsons Bay VIC

(Williamstown) should seek re-accreditation as a Level 2 VIC. The accreditation

level makes no difference to the way a VIC is marketed to consumers, ie. same

yellow and blue ‘i’ signage used.

The standards required to comply with Level 2 accreditation are identified in Appendix 5.


2 Overview of VIC Benefits & Trends

The following information is a summary of the benefits provided by many VICs in

Victoria:

2.1 What can a VIC do for a Community?

Tourists

• Encourage visitors to stay longer and spend more

• Encourage return visitation

• Source of souvenirs / goods not available in the immediate locality – revenue

generator

• Provide information on local services (tourism & non-tourism) to members of

the community

• Provide information and other services for community

• Be a point of information / bookings for community events, recreational licenses,

etc.

Tourism Industry

• Help to market individual businesses

• Provide a benefit of membership to local and regional tourism associations

• Assist with town / region marketing programs by operating as a call-to-action for

promotional information in response to advertising campaigns.

• Be a source of on-the-ground information for journalists / tourism marketers

• Help to position the tourism industry in a township / region

• Provide a source of people trained in customer service who can represent the

town / region, eg. information stand at Victoria VIC, Federation Square

Non-Tourism Industry

• Meet the needs of local businesses for visitor information

• Provide information to business investors, and start-up and current businesses in

Hobsons Bay municipality.

• Provide a basic level of information on local services and activities to new

residents.


2.2 Research

Centre for Hospitality and Tourism Research (Victoria University), 2004

A study on the tourism yield generated by VICs in Victoria was undertaken by the

Centre for Hospitality and Tourism Research in 2004. Ten VICs were involved in

the research, and 354 visitors were surveyed.

• 13% of respondents stayed longer because of VIC information

• Of those who indicated they would stay longer, and responded to the question,

45% said they would stay 1-2 days longer.

• 10% said they would stay between 2-14 days longer.

• 3% were influenced by VICs to undertake more activities.

This research indicates that VICs make a definite and positive economic impact on

tourism businesses in the local area.

2.3 Future of VICs in Australia

Consultation with Tourism Alliance Victoria, the organisation responsible for

managing the accreditation program for Victoria’s VICs, revealed the following about

the future trends of VICs:

• VICs in Victoria need to be much more advanced in terms of resourcing –

o Local Government as the primary source of income for VICs often

proves difficult to maintain.

o VICs need to be industry driven / resourced

o Multi-functioning of centres to increase their long-term viability, eg.

provide secretarial services to the tourism industry, or be part of

another business.

• More booking services required with commissionable product.

• VICs could offer a “mini-experience” of the region – be a stronger selling

tool, eg. Margaret River VIC – mini-wine tourism experience

• Service the information needs of tourism and non-tourism businesses, and

the broader community.


3. Hobsons Bay VIC (Williamstown) Overview

3.1 Facilities & Services

The VIC is open from 9am to 5pm, 7 days a week. It is managed by one full-time

staff member, and is also staffed by volunteers. At the time of preparing this

Business Plan, the range of visitor services provided by the VIC includes:

• Brochures on visitor experiences in Hobsons Bay and Williamstown

• Information on local public transport, public services and facilities, maps, and

events.

• Brochures on many other regions of Victoria

• Itineraries for experiences in Hobsons Bay

• Accommodation inquiries – contact details for 3 operators

3.2 Visitation

The centre has been managed by Hobsons Bay City Council since March 2005.

Visitor statistics collected prior to this period are considered to be unreliable. As a

result, visitor data is available only for the April-September 2005 period.

Over 20,000 visitors used the centre’s facilities in its first 6 months under Council

management.

Number of Visitors 2005

0

500

1000

1500

2000

2500

3000

3500

4000

4500

Jan

Feb

March

April

May

June

July

August

Sep

Oct

Nov

Dec

Months

Visitors


The chart above shows that between April and September, visitation to the centre

(walk-ins and telephone / email inquiries) averaged 3,338 people per month (or

approximately 111 people per day). This indicates that in its first few months of

management by Hobsons Bay City Council, it has proved to be a very busy centre.

Given the average visitation levels already experienced, and the fact that the May-

September period forms part of the municipality’s off-peak months, it is highly likely

that the centre will attract visitation of at least 43,000 in its first 12 months of

operation.

Centres in Melton and Sunbury, located on the outskirts of Melbourne, attracted

visitation of around 6,463 visitors in 2004/20052 (including a 4 month period of

closure for refurbishments), and 15,000 in 2004/20053 respectively. These centres

have been operating for 5 years and 12 years respectively. The Mornington

Peninsula VIC, also on the outskirts of Melbourne, in 2002/2003 attracted visitation

of around 36,000. (The only other VIC in central Melbourne other than Williamstown is

the Victoria VIC at Federation Square, which attracts up to 5,000 visitors per day during

busy periods.)

It is likely that in the next 3 years, visitation to the Hobsons Bay VIC (Williamstown)

will reach at least 4,200 visitors per month on average, which equates to

approximately 50,000 visitors per year. As the summer period has not yet been

monitored by Council, visitation could reach as high as 60,000 in the next 3 years.

Length of Stay

Anecdotal evidence suggests that a significant majority of visitors to the VIC are day

trippers. This is reflected in the low level of accommodation inquiries (1% of total,

see section 3.5 below). Therefore a major challenge of the centre and the

promotion of Hobsons Bay will be to encourage the conversion of day trippers into

overnight stays. The primary overnight stay market in Hobsons Bay is considered to

be the business tourism market.

2 2004/2005 Melton Visitor Information Centre Annual Report, p. 7.

3 2004/2005 Melton Visitor Information Centre Annual Report, p. 9.


3.3 Visitor Origin

These statistics were calculated using April-July 2005 Visitation. They show a

significant portion of international and interstate visitation. Since opening in April,

the statistics also show a growing level of usage of the centre by Hobsons Bay

residents, increasing from 7% of visitation to 13% in July (or 299 visitors in April to

446 in July). This indicates the important role the VIC plays in responding to the

information needs of residents.

Following are the average proportions of visitor origins over the 4 months:

49% Victoria 22% International

18% Interstate 11% Local

0

1000

2000

3000

4000

5000

6000

7000

Number of Visitors

Local Victoria Interstate Overseas

Origin

Origin YTD 2005


3.4 Economic Impact

There has been an average of 3,338 visitors per month to the VIC since its opening

in April 2005, with an estimated 89% of these visitors classified as day trippers or

overnight visitors, ie. non-residents. Tourism Research Australia (2004)4 has found

that day trippers to Melbourne spend on average $102 per day. If we consider all

tourists to the Hobsons Bay VIC (Williamstown) to be at least day trippers, this

equates to a conservative monthly direct expenditure of $340,476 (or $4.09 million

per annum) in the Hobsons Bay municipality by visitors to the centre. These results

indicate the significance of the tourism market to the retail and tourism sectors in

Hobsons Bay. They also suggest the major role that the VIC can play in Hobsons

Bay to increase the economic impact from tourism activity through increasing

visitors’ length of stay and expenditure on activities. (See also research, Section 2.2)

3.5 Profile of Users

Many visitors to the VIC arrive by ferry or train and therefore seek attractions

within walking distance or bus sightseeing tours. However, there are also a

significant number of visitors that arrive by car.

• 95% of information requests are from walk-ins.

• 5% are by telephone

This indicates that the centre has a much greater need for physical space than many

other centres that receive a substantial proportion of their visitor inquiries by

telephone, email or fax. The Geelong and Great Ocean Road VIC is at least 4 times

the size of the Williamstown centre, however it caters for only 1.4 times the

number of walk-in visitors.

Total Visitor Nos.

Walk-ins Phone, Fax, Email

Williamstown HB VIC Est. 40,000 95% 5%

GL & GOR VIC 65,3275 80% 20%

Melton VIC 6,4636 72% 28%

4 Tourism Victoria, Domestic Daytrip Expenditure in Victoria, 1999-2004, Tourism Research

Australia, produced by Tourism Victoria August 2005. 5 2001/2002 data from Geelong & GOR Visitor Information Centre

6 2003/2004 data from Melton Visitor Information Centre


Anecdotal evidence suggests that the main demographic of visitors to the centre is

over 45 years. During the week there is an older skew, predominantly 55 years plus

without children. On the weekends, there is a broad spread of ages over 45 years,

many with children.

The majority of information requests relate to Things To Do and Attractions (32%),

followed by Maps / Directions (14%) and Ferries / Boats (11%). This supports the

anecdotal evidence that suggests that visitors are mainly day trippers, with

accommodation queries relating to only 1% of requests.

The number of cyclists at the VIC on weekends is increasing due to the growing

popularity of cycling, and the modest cost of a $5 return ticket on the punt to

Melbourne. Sundays also attract many families and older people due to the cheaper

Sunday $2.50 train ticket.

3.6 Implications on the future of the VIC

• Potential requirement to enlarge the VIC (within the existing building footprint)

or relocation to a larger premises to cater to visitor growth.

• If a larger VIC facility is required, additional staff and volunteers may be required

to staff the centre in order to keep up with demand.

• Need to develop packages of visitor information / training of volunteers to cater

to the needs of daytrip visitors with limited time to spend in the municipality.

• Support of regional / municipal promotional initiatives to convert day trippers to

overnight stay visitors.

Information requested - April 2005

Markets

1%

Other regions

6%

Eating

4%

Services

6%

Accommodation

1%

Walks/Bike Trails

6%

Ferries/Boats

11%

Things to do &

Attractions

32%

Shops

5%

Public Transport

5%

Administration/HB

CC

4%

Maps & Directions

14%

Events/Festivals

4%

Hertiage & History

1%


• Many visitors do not have private transport so require information on a range of

activities within walking distance / accessible by public transport.


4. SWOT Analysis

The following SWOT was developed at the Tourism Industry and Council Workshops

conducted as part of the Plan’s preparation.

Strengths

• Attractive building in a high profile location,

with toilet facilities.

• Increased support for the VIC from the 4

trader associations and tourism industry.

• Enthusiasm and passion of staff and

volunteers.

• Constructive, regular communication

between the tourism industry and the VIC.

• Support from the community and other

VICs for the operation of the Hobsons Bay

VIC (Williamstown).

Opportunities

• Branding and promotion of Williamstown and

Hobsons Bay, to be supported by the VIC.

• Communications with the tourism industry,

community groups and local community on

the operations, services and value of the VIC.

• Monitor tourism trends to Hobsons Bay.

• Assist to quantify the value of tourism to

Hobsons Bay.

• Develop revenue-generating visitor services.

• Provide training opportunities for students.

• Handle ticket sales and inquiries for local

events.

• Develop itineraries for visitors that are timed

to their specifications.

• Install facilities that enhance the provision of

visitor information, eg. touchscreens.

• Provide information on local services and

activities to residents and local businesses, as

well as tourists.

Weaknesses

• Signage from the ferries, and directional

signage for passengers and drivers to the

site.

• Limited space.

• Clarify the brochure display policy.

Threats

• Lack of tourism industry and community

support for the VIC.

• Withdrawal of Council funds from the VIC.


5. Target Market Analysis

The target markets for the VIC will be confirmed as part of the development of the

Hobsons Bay Sustainable Tourism Strategy (early 2006), as they should primarily be

the same markets as those targeted by the municipality.

However, for the Destination Melbourne campaign, which includes Hobsons Bay, 5

segments have been identified with above average travel tendency and yield, from

the primary source market of Regional Victoria. These can be divided into two main

target groups – with children and without children.

With Children

Young Families - Couples aged between 25-39 who have a household income above

$40,000 and/or belong to the AB or C Quintiles and/or are Big Spenders.

Mid-Life Families - Couples aged between 40-54 who have a household income

above $40,000 and/or belong to the AB or C Quintiles and/or are Big Spenders.

Without Children

Young People - Singles or Couples aged between 14-34 who belong to the AB

Quintile and/or Big Spenders

Mid-Life Couples - Couples aged between 40-49 who have a household income

above $40,000 and/or belong to the AB or C Quintiles and/or are Big Spenders

Older Couples - Couples aged 60 and over who are Big or Medium Spenders

Socially Aware, Visible Achiever and Traditional Family Life7 are the psychographic

segments that constitute the greatest majority of Regional Victorian travellers to

Melbourne. (See Appendix 4 for a brief description of segments).

Given the size of the business sector in Hobsons Bay, in years 2-3 of the Business

Plan, it would be useful to identify if the VIC can assist with the information needs of

the business tourism market, encouraging greater length of stay or return visitation

during their leisure time.

7 Roy Morgan psychographic segments, developed in conjunction with the Horizon Network.


6. Competitor Analysis

There is no other visitor information service in Williamstown or in the Hobsons Bay

municipality. The closest VIC is the Victoria VIC at Federation Square, or Werribee

VIC, both a 25-minute drive away. As a result, there is no direct competition for

the Hobsons Bay VIC (Williamstown).

7. Strategic Directions

Please see Appendix 5 for a list of accreditation criteria relating to a Level 2 VIC.

7.1 Vision

Following is a Vision for the VIC in 10 years’ time;

The Hobsons Bay VIC is an award-winning, best practice visitor information service

where visitors are given a warm welcome and introduction to Hobsons Bay. Our

knowledgeable staff are skilled at responding to and anticipating visitors’ information

needs, providing an unexpected level of outstanding service.

The VIC features a frequently changing series of displays and exhibits that has

established the VIC as a drawcard to Williamstown, and keeps the centre fresh and

engaging for regular visitors. Our use of the latest technology in information

provision increases the appeal of the centre and raises our standard of service.

The VIC is recognised by Council, traders and the broader Hobsons Bay community

as vital to the economic well-being of the municipality, and as providing a valuable

service for all residents.


7.2 Goals

Economic

• To increase visitor numbers during selected times of year / week and to increase

visitor expenditure and length of stay in Williamstown and the Hobsons Bay

municipality.

Community

• To support community activities of Hobsons Bay residents where possible.

• To support the provision of basic information on local services and facilities to

residents and businesses.

• To encourage volunteering and ensure that it is a positive experience for participants.

• To increase the co-operation between the tourism industry and local community.

Industry Development

• To strengthen the cohesiveness of the tourism industry structure in the Hobsons

Bay municipality.

7.3 Objectives

Achieving the following Objectives will guide the Hobsons Bay VIC (Williamstown)

to achieve its Vision and overarching Goals:

Information Services

• To attain and maintain Level 2 Accreditation under the Better Business Tourism

Accreditation Program.

• To provide accurate and relevant information, and a high quality of customer service

to visitors and residents to the VIC that exceeds their expectations.

• To encourage visitors to travel beyond Williamstown to other parts of Hobsons Bay.

• To promote the character, stories, and environmental and cultural heritage of

Hobsons Bay to visitors.

• To provide a basic level of information on Council services and local facilities to

residents and local businesses.


Community Services

• To promote the value of tourism, and the VIC specifically, to the Hobsons Bay

business and residential communities.

• To encourage the tourism industry to respect community aspirations in relation to

tourism activity.

• To support the promotion and administration of community events and activities as

feasible.

Marketing

• To support Council’s initiatives to promote Williamstown and Hobsons Bay to key

markets.

• To increase the awareness of the VIC amongst potential and actual visitors to

Williamstown and Hobsons Bay, as well as residents and local businesses.

Asset Management & Development

• To maintain the existing infrastructure to a high standard, as per Council’s Asset

Management program.

• To ensure that the VIC’s infrastructure and services are appropriately developed to

meet the needs of visitors who want to use the centre.

Industry Development

• To increase the level of communication and understanding between the tourism

industry and the management of the VIC.

• To network with other VICs and relevant state and regional tourism organisations.

Operations

• To monitor the visitation levels and characteristics of tourists to the centre.

• To monitor community support and use of the centre.

Human Resources

• To ensure that the VIC is appropriately staffed and managed, including the

development and implementation of appropriate policies and procedures.

• To encourage the recruitment of volunteers, and conduct a well-managed

volunteering program that is enjoyable and rewarding for participants.


Financial Analysis

• To identify appropriate resourcing options for the VIC that support the provision of

a quality visitor information service, and work to reduce Council’s financial

contributions over time.

7.4 Key Performance Indicators

• To increase visitation to the VIC by 8% per annum.

• To reach tourism industry satisfaction ratings with the VIC of an average of 80%

(good-excellent).

• To support the viability of key community events with an average 80% satisfaction

rating from event organisers.

• To establish awareness of the VIC amongst Hobsons Bay residents of 90% by Years

2-3.

• To reach community satisfaction ratings with the VIC of an average of 80% (good-

excellent).

To monitor performance indicators, see the strategies outlined in section 13.3 relating to

Evaluation and Accountability.


8. Information Services

These services are designed to be used by visitors, residents and businesses of Hobsons Bay

municipality.

8.1 Information Facilities

Accreditation

• Attain and maintain Level 2 accreditation through the Better Business Tourism

Accreditation Program (national standards).

Brochures

Develop a brochure policy in consultation with the tourism industry that outlines

the criteria for brochure display in the VIC, distribution of brochures, etc. As far as

possible, ensure that this is consistent with other VICs, especially in adjacent

regions. Consider the following for inclusion:

• Link the opportunity to display brochures at the VIC to the membership of

trader groups, etc. (To be determined in negotiations with trader groups-)

Membership fees to be streamlined to ensure they are consistent across all

groups. Different fee categories could be developed according to business

turnover / staff size. The opportunity for an operator to display brochures

in the VIC provides a tangible benefit for being a member of a trader group.

• If an operator is not a member of a trader group, establish a fee for

brochure display that is not more than the membership fee, eg. percentage

of fee.

• Identify the rights for the display of brochures of operators who are part of

a Group Membership of a trader group.

• Outline a complaints process whereby any complaints from visitors about

businesses promoted in the VIC are forwarded on to the operator.

• Flyers from community groups and community events to be displayed free-

of-charge at the discretion of the VIC Co-ordinator.

• Trader groups can include their brochures in the VIC.

• At least in the short term, be flexible to the variety of needs / wants of the

tourism industry in order to curry the goodwill of all businesses, after a long

period of poor satisfaction with the previous VIC’s performance.


• Provide visitor information from the local area and adjacent regions (eg. major

visitor guides) as a minimum, and throughout Victoria as space permits.

• In association with local tourism groups, develop flyers based on specific visitor

product / experience themes, eg. heritage and cultural attractions, wetlands &

walks, accommodation, etc.

• Identify a suitable brochure storage space so that brochures can be stored out

of sight of visitors to the centre (part of accreditation process).

Accommodation Referrals

• A policy of making 3 telephone calls to accommodation operators in response

to visitor inquiries about accommodation availability to be included as

mandatory in the VIC’s operational processes (as per Accreditation criteria).

• Develop a Roombank service (operators to contact the VIC on a weekly basis

to indicate their room availability so VIC staff and volunteers can more easily

identify accommodation options in response to visitor inquiries). This service is

especially useful during peak time, such as during festivals.

Council Information for Residents / Businesses

• Provide a basic level of information to new and existing residents and businesses

on Council services and public facilities (especially useful on weekends when

other Council customer service centres are closed.)

Interpretation Displays & Exhibitions

• If it is decided to develop the centre and funding in Years 3-4 is available – Develop

interpretation displays of local stories, and the social and environmental heritage

of Hobsons Bay.

Touchscreens

Investigate the installation of touchscreens in the VIC that are accessible from

outside the centre. The touchscreens would include information on a wide range of

visitor activities and accommodation in Hobsons Bay, and provide the following

benefits:


• Provision of 24-hour visitor information, including events and accommodation

options.

• Increase in the capacity of the VIC to service visitors, especially during peak

periods, given the current space limitations for customers, staff, and brochured

information.

• Potential revenue stream in 2 or more years.

• Potential to include representation on the touchscreens into trader group

membership packages.

In the absence of touchscreens, it should be noted that the accreditation criteria

states that:

• Locality maps for out of hours visitation must be clearly displayed and visible

from outside the building.

• Up-coming events display area to be visible both externally and internally.

• Desirable that accommodation options be visible from outside the building after

hours.

Events Display Board

• Attain a free-standing board for the display of events information.

Multi-lingual Services

• Continue to recruit volunteers who speak multiple languages.

8.2 Customer Service

See Staff & Volunteers Training below.

8.3 Staff & Volunteer Training

• Itineraries to be developed and volunteers trained to satisfy the information

requirements of visitors who have specific limitations on the time and type of

visit they are undertaking in the municipality. Section 3.5 outlines the primary

information requests and modes of transport for the majority of visitors.

Identify the major timespans of visits, associated information requests, common

transport types. Develop itineraries to meet these requirements.


• Volunteer training to include information on:

o How to encourage greater length of stay,

o How to encourage overnight stays;

o How to encourage visitors to travel beyond Williamstown to other

parts of the municipality.

See also section 14.3, Volunteer Management.


9. Community Services

9.1 Events

• Establish arrangements with key events in Hobsons Bay where the VIC can

operate as a ticket / inquiry office to support the events.

o Provide a display space within the VIC for the promotion of an event.

o Develop a policy through consultation with event organisers as to how

the VIC can best support events, and outline the organisational

processes required to meet these objectives.

• VIC to monitor the source and nature of inquiries relating to key events, where

the VIC is operating as a ticket / inquiry office for the event.

9.2 Economic Benefits of Tourism

• Identify a suitable method of monitoring the economic impact of the VIC to the

municipality, eg. visitors numbers multiplied with domestic day tripper expenditure

for Melbourne provided by Tourism Research Australia (international day tripper

expenditure not available). (Hobsons Bay Sustainable Tourism Strategy)

9.3 Communications to Residents, Businesses & Council

• Inform the tourism industry about how to support volunteers and the benefits

they provide to the industry. Eg. conduct visits to trader groups to convey how

tourism businesses can show their appreciation to volunteers.

• Conduct presentations (eg. 5 per year) to community and trader groups to

inform them of the VICs services and operations (also to assist with the

recruitment of volunteers).


• Communicate to Hobsons Bay residents, businesses and Council the economic

impact of the VIC, levels of visitor activity, and the range of services it provides

to tourists and the community through:

o Preparation and distribution of 4-6 media releases per year.

o Development of a brochure outlining the VICs services and distribute to

local businesses.

o Articles in Council Newsletters to residents and businesses (at least 2

editions per year).

o “Paid with tourism dollars” initiative - stamping of all cheques paid out

by tourism operators with this slogan (Hobsons Bay Sustainable Tourism

Strategy).

o Council to develop a tourism policy that articulates that it is “in”

tourism, and communicate this to the local community. (Hobsons Bay

Sustainable Tourism Strategy)

o Conduct industry open days – businesses, Councillors and Council staff

to visit the VIC to see what services it offers, how it can help to

promote local businesses and service the needs of residents.

• “Volunteer For A Day” program – provide the opportunity for Council staff,

Councillors, trader groups, business operators, residents to volunteer for a day

at the VIC so they get a better understanding of the workings of the centre and

what it means to be a volunteer.

• Relevant Council staff to provide quarterly reports to Councillors on the

performance of the VIC.

• Work with trader groups to conduct familiarisation tours in the Hobsons Bay

municipality to encourage operators to be more aware of the tourism products

/ services in the area (for referrals, to promote to visitors).

• Participate in a regional tourism awards program to raise the profile of the VIC

amongst the local tourism industry and residents, and promote the

professionalism of its services.

9.4 Students

• Provide opportunities for students to undertake work experience at the VIC,

particularly undergraduate and graduate tourism and hospitality students.

• Liaise with educational institutions regarding options for tourism students to

conduct visitor research at the VIC.


10. Marketing

10.1 Brand Positioning

• As part of the Hobsons Bay Sustainable Tourism Strategy, identify a brand

positioning for the municipality (the “brand” and “values” of Williamstown and

Hobsons Bay need to be clearly articulated.) This is to be reflected in the VIC’s

internal design, interpretation / displays, promotions, etc.

10.2 Promotion of the VIC

• Council to consult with the following organisations on an annual basis to identify

marketing activities that could promote the VIC. Consider identifying

promotion of the VIC in relevant activities as a condition of Council funding to

the associations:

o Williamstown Traders Association

o Altona Traders Association

o Laverton Traders Association

o Newport Traders Association

• Council’s annual promotional program to include promotion of the VIC,

including:

o Destination Melbourne

• Visitor Guides x 4

• Dining Guide

• Accommodation Guide

• Shopping Guide

• Melbourne Brochure

• Melbourne Map

• Ambassadors Expo

o Touring Map

o Bay West Trail Map

o Accommodation Guide

o Websites – visitvictoria.com and a local website.

o Tourism Victoria – support journalist familiarisations and the hosting of

television crews for lifestyle / holiday programs.


• Investigate options to increase the visibility of the VIC to attract the attention of

tourists and local residents, eg. install flag poles and flags near the VIC.

11. Asset Management & Development

11.1 Internal Layout, Design & Siting

The centre at its current size can only cope with a maximum of 20 people inside at

any one time. On weekends during off-peak periods, demand for the centre can

exceed this capacity. It is expected that during summer, people will have to wait

outside before they can be attended to. Also, when coaches arrive, passengers

cannot be accommodated in the centre all at once.

With visitation to the centre highly likely to grow in the next couple of years as a

result of improved promotions, customer service and networking with the tourism

industry, it is expected that by Years 2 - 3 the centre will be proving to be too small

to adequately fulfil its functions.

As a result, this Plan proposes the investigation of options for the development of

the centre in Years 2 – 3; given that there will then be 2 years of visitor data that

demonstrates the level of visitor demand.

• Year 2 - 3 – Investigate the need for expansion (within the existing building

footprint) or to a larger premises.

• Year 3 - 4 – Proceed with the expansion if necessary (outside timeframe of this

plan).

The proposed development will also accommodate an increase in services that can

generate revenue for the VIC, eg. internet access, retail outlet, thus enhancing its

financial sustainability. It is also anticipated that additional display space will provide

opportunities for events and local tourism businesses to display promotional

information, and for interpretation on Hobsons Bay’s cultural and natural heritage,

and contemporary stories to be installed. See also section 16.


11.2 Access for People with a Disability

Hobsons Bay City Council is working with the Metropolitan Access Worker to

ensure that improvements to the layout of the centre facilitate easy access to and

within the centre for people with limited mobility, or with prams, walking frames,

etc. Future initiatives could include:

• Mobility centre:

o Hire of wheelchairs and scooters. (eg. currently happening at Melbourne

and Phillip Island VICs.)

o Need exterior power point to recharge scooters.

• Maps for people with a disability – investigate potential to include this

information on general visitor maps.

11.3 Signage

Once the VIC is accredited:

• Improve signage to the VIC from all directions:

o From ferries

o Foot tourists in Nelson Place / retail area

o From Werribee / Altona / Melbourne for car / bus traffic. Add

reference to the VIC on signage on the Princes Highway that promotes

Federation Square VIC (assistance from VicRoads).

• Review and upgrade new ‘i’ signage (the official Australian VIC branding)

external to the building.


12. Industry Development

12.1 Tourism Industry Structures

• Hobsons Bay Sustainable Tourism Strategy – develop a Tourism Reference Group

to inform Council’s tourism development initiatives. Include the VIC Officer in

the Group.

12.2 Networking

• Network with VICs in adjacent regions.

o Network with Werribee and Melbourne VICs for attractions /

accommodation referrals between regions.

o Share learnings on operational best practice.

o Conduct co-operative marketing activities as appropriate.

• Maintain membership with Tourism Alliance Victoria, and participate in some of

their member initiatives, eg. professional development seminars, conferences.

12.3 Professionalism & Standards

• Hobsons Bay Sustainable Tourism Strategy – encourage improvement in the

operational standards of some tourism businesses so they can be confidently

recommended by the VIC to tourists.

13. Operations

13.1 Operations Procedures

• Develop an Operations Manual, which encompasses all operational information

relating to the VIC.

• Maintain an updated Staff and Volunteers Operations Manual, which is to be

distributed to all new volunteers and staff, and form a part of their induction

program. The Operations Manual is also to include the “values” for the

operation of the VIC service.


13.2 Insurances

• Annually update insurances to cover the assets and operations of the VIC,

including the actions of volunteers and staff – property, professional indemnity,

and public liability.

13.3 Evaluation & Accountability

• Continue to monitor visitation to the centre as currently undertaken (numbers,

origin, how found out about the centre, etc).

• Investigate the potential to install a door counter to more accurately monitor

visitor numbers than relying on a manual method.

• Develop Compliments and Complaints Forms that visitors can complete to

express their gratitude / concerns about the VIC or experiences in the

municipality.

• Conduct a community survey to monitor awareness and satisfaction with the

VIC. Investigate survey options such as: inclusion of questions in a survey of the

community’s perceptions of tourism (Hobsons Bay Sustainable Tourism Strategy),

or a snapshot telephone survey of 100-150 residents, as an indicative gauge of

community views.

• Attain feedback from event organisers (upon conclusion of the events) to

monitor the perceived effectiveness of the VIC’s support.

• Conduct a tourism industry survey, in association with relevant Trader Groups,

to identify the industry’s satisfaction with the VIC.

14. Human Resources

14.1 Organisational Structure

The Hobsons Bay VIC (Williamstown) is resourced and managed by the Arts, Events

and Tourism Department in the Planning and Environment Division of Hobsons Bay

City Council.


The centre is staffed by a full-time Visitor Information Centre Officer. Support to

the VIC Officer is provided by Council’s Business and Tourism Officer in relation to

strategic advice, marketing and emergency staffing. For the VIC Officer’s annual and

sick leave, additional staffing is provided but no policy is yet in place to formalise this

process.

With the establishment of a new department within Hobsons Bay City Council,

Arts, Events and Tourism, the VIC Officer reports directly to the Manager of the

department.

There is a need to appoint a part-time worker for the VIC as soon as possible as

currently the responsibility for the additional 2 days a week staffing of the VIC is

being covered by Council’s Business and Tourism Officer (VIC Officer works 5

days), in addition to their other 5-day per week duties. This means that the Officer

is regularly working 7 days a week.

Currently the centre has a bank of 34 rostered volunteers and it is still recruiting.

Volunteers are rostered on for 4-hour shifts (9am-1pm or 1pm-5pm) either weekly

or fortnightly, with 2 volunteers on duty at any one time. This requires a minimum

of 28 volunteers who are prepared to volunteer every week, or significantly more

who are prepared to volunteer every 2 weeks. Space restrictions in the centre limit

the number of volunteers who can be on duty at any one time.

One paid staff member is also on duty at any one time. The large numbers of

visitors using the centre on weekends has prompted the idea of rostering on 3

volunteers during peak periods. However, there is an issue of limited space.

It can be expected that before, during, and after major events in Melbourne, such as

the Commonwealth Games in March 2006, the centre will experience significantly

higher visitation levels. At such times, the delivery of the VIC’s information services

will need to be appropriately planned to maximise the efficiency of service provision.

Over time, it is expected that a larger site for the VIC may need to be considered

(either within the existing building footprint ) or to a larger premises to take into

account the space required to service additional numbers of visitors, including walk-

ways / standing room, space for staff, and display / storage of additional information

to meet demand.


Volunteer / visitor ratios used in various centres are as follows:

Centre Visitor Numbers

2004/2005

Volunteers on Duty

Paid Staff on Duty

Geelong & Great Ocean Road VIC

68,800 2-3 at any one time

Up to 35 per week

1

Will HB VIC 40,000

estimated first 12 months

2 at any one time

28 per week

1

Melton VIC 6,463 2 at any one time

28 per week

1

• Develop a policy to formalise a process of staffing the centre when the VIC

Officer takes annual or sick leave.

• Appoint a part-time officer to provide 7 day a week management of the VIC in

association with the existing full-time VIC Officer.

14.2 Volunteer Recruitment

• Management of volunteers to include consideration of those with a disability.

Liaise with Council’s Metro Access Worker to identify how this could best be

achieved.

• Through liaison with Council’s Volunteer Co-ordinator, encourage the VIC’s

volunteers to support other community-based initiatives that require the

assistance of volunteers. (Year 2+)

14.3 Volunteer Management

See also section 8.3, Staff & Volunteer Training.

An annual program of volunteer management is to include:

• Volunteers Familiarisation Trips - every 6-8 weeks – to be conducted

throughout the Hobsons Bay municipality.

• Volunteer training - every quarter

• Volunteer Meetings/Updates/Get togethers - as necessary

• Volunteer Amenities - tea, coffee, biscuits, fridge, microwave, toilet, heater,

cutlery, water


• Volunteer Uniforms – includes a reversible vest, long and short sleeved polo

shirt and badge (name badge and 'i' badge)

• Volunteer Welcome Letter - after a 3-month probation period is successfully

completed, volunteers are to be presented with a welcome letter, certificate and

given an 'i' badge.

• Volunteer/VIC Newsletter

• Volunteer Quiz

• Volunteer Trivia Nights

• Volunteer Functions - Christmas Party, Meet & Greet nights

• Volunteer Recognition - certificates presented for long service to the VIC - 5

years, etc

• Volunteer Interviews – commencement, 3 monthly, then yearly.

• Good ergonomic furniture/OH&S

• Volunteer Induction Program, including an introduction to Council’s range of

services.

• Volunteer Cards - birthday, sympathy, get well

• Volunteer Awards

• Volunteer Summit/Expo - in conjunction with other surrounding VICs, possibly

Werribee. To include a range of speakers for the day, mixing with other

volunteers, learning about the area further.

• Investigate the potential to provide training for volunteers as an additional

benefit of volunteering (liaise with Council and training providers):

o Computer training

o Research

o Customer service

A Volunteer Operations Manual, Volunteer Position Description, Volunteer Registration Form

have all been developed.

14.4 Occupational Health & Safety

• Undertake an assessment of the OH&S status of the centre, and implement any

resulting recommendations. Required actions already noted include:

o Install an emergency button at the centre for use by staff that links the

centre with emergency services 7days a week.

o Conduct first aid training sessions for volunteers.

o Reduce the glare from the windows for the benefit of people inside the

centre.


15. Financial Analysis

Comparative Analysis

Following are the visitor numbers and operational costs for a number of VICs in

Victoria:

Location Annual Visitation

Budget (Council)

2002/2003

$/Visitor

Mildura (1 Centre) 200,000 $780,000 $3.90

Colac Otway Shire

(2 Centres) 200,000 $318,300 $1.59

Geelong (4 Centres) 196,159 $223,655 $1.14

Surf Coast Shire (2 Centres) 145,700 $147,000 $0.99c

Ballarat (1 Centre) 130,904 $369,000 $2.81

Bendigo (1 Centre) 83,164 $337,409 $4.05

Shepparton (1 Centre) 53,500 2004/2005

$160,000 $2.99

Williamstown Hobsons Bay

(1 Centre) 43,000 2005/06 estimate8

$99,136 2005/06 estimate

$2.31 2005/06 estimate

Mornington Peninsula

(1 Centre) 36,280 $230,000 $6.33

As indicated in the table above, the Hobsons Bay VIC (Williamstown) is providing

very good value for money in terms of the (estimated) number of visitors it services,

and the cost to Council of operating the centre. It is the 4th lowest in overheads out

of 9 VICs. Please note 2002/2003 data for the VICs is being compared with an estimated

2005/2006 figure for Hobsons Bay VIC (Williamstown). Marketing budget not included in

figures as initiatives usually relate to the marketing of the whole municipality, not just the

VIC service.

Commercial Booking Options

It should be noted that several of the above centres have established commercial

booking services. However, the majority of the services run at a net loss, which

means higher operational costs are incurred.

8 See section 3.2 for the rationale behind the calculation of this figure.


16. Future Development of the VIC

16.1 Future Resourcing Options

Following are some revenue options for consideration by the Hobsons Bay tourism

industry and Hobsons Bay City Council:

• Develop visitor services that generate an income stream – see section 16.3

below.

• Devise promotional loadings for prominent displays in the VIC – to be used by

tourism operators and commercial event organisers.

• Investigate the implementation of a Commercial Levy System – as per Surf Coast

Shire, City of Ballarat, eg. each business in Hobsons Bay to pay a $100 annual

levy = $80,600.

• Investigate the potential for revenue generated by restructured membership fees

for the traders associations to contribute to the VIC’s management costs.

• Seek Victorian and Commonwealth government funding for the development

and internal fit-out of the VIC.

• Investigate the potential of revenue from parking fees (tourism income as

residents are exempt from fees) to be used to fund the VIC’s operations.

16.2 Explore Options for the VIC Facility

• In Year 3 of the Plan, investigate possible layout options for the VIC’s operations

if needed. Include in the planning considerations, the provision for:

o Design of service area and display space for brochures and exhibitions of

interest to tourists and the local community;

o New interpretation displays that tell local social / cultural, heritage and

environmental stories of the area and its residents, and underpins the

brand positioning of Williamstown and Hobsons Bay.

o Space to install new facilities including internet access for visitors, retail

component, staff offices and a brochure storage area.

• Year 4 (beyond the Plan), implement the results if appropriate.


16.3 Potential New Services

The services below should be further investigated for their capacity to better meet

the needs of visitors, as well as provide sources of revenue, if an enlarged VIC

facility is considered an achievable option:

Retail Sales

Currently there are very limited sales of souvenirs in Nelson Place. The sale of

souvenirs at the VIC could fill a niche in the market, as well as provide a potential

revenue stream to the VIC.

Booking Service

Tourism Victoria is currently investigating options for the introduction of a co-

ordinated booking service for VICs throughout Victoria. As well as providing a

service within VICs, it may also have implications on the level of tourism product

that consumers can book directly on the web via state and regional tourism

websites. At the time of preparing this plan, these investigations are in their early

stages. The outcomes of the research, however, may provide some significant

opportunities for the Hobsons Bay VIC (Williamstown). As many booking services

in Victorian VICs operate at a net loss, the investigations may shed some light on the

best way to operate a viable service. Many VICs continue to operate a booking

service regardless of the financial loss that may be incurred due to consumer

demand for the service, and the perception by VIC management that it contributes

to a better customer service.

ATM

Investigate options for the best location of an ATM in Nelson Place, including

consideration of the VIC.

Recent discussions with Bendigo Bank have indicated that there is not set criteria to

meet in order to have an ATM installed. Hobsons Bay Council needs to prepare a

proposal to Bendigo Bank indicating why they think an ATM is needed, nature of

proposed facility, etc. If considered appropriate, the local Bendigo Bank branch will

undertake further investigations.


Internet Services

Some VICs in Victoria, especially in areas that attract a significant proportion of

young people, can attract turnover of up to $10,000 per year through the hire of

internet facilities.

Ho b son s Ba y V i s i t o r I n f o rma t i on Cen t r e (W i l l i ams town ) Bu s i n e s s P l a n 2 00 6 43

17. Action Plan Year 1

NB. Lead Responsibility is identified in bold; ‘Costs’ do not include staff or volunteers’ time.

The actions included below are specific to the VIC and do not include the activities mentioned in the body of the Business Plan that are more relevant to the

Hobsons Bay Sustainable Tourism Strategy to be developed in 2006 (see specific references in report).

17.1 Information Services

ACTIONS RESPONSIBILITY COSTS More detail

on page…

1. Work with Tourism Alliance Victoria to attain Level 2 Accreditation. VIC Officer, Business & Tourism (B&T) Officer,

300 24

2. Develop a brochure display policy in consultation with the tourism industry. VIC Officer, B&T Officer, Trader Groups (TG)

- 24

3. Provide visitor information from the local area and adjacent regions. VIC Officer - 25

4. Identify a brochure storage area that is out of sight of visitors. VIC Officer - 25

5. Refine policy for accommodation inquiries. VIC Officer - 25

6. Develop a Roombank service to monitor accommodation availability. VIC Officer, B&T Officer, TG

- 25

7. Provide a basic level of information on Council services and public facilities (reference folder, training of volunteers, council brochures).

VIC Officer, B&T Officer - 25

8. Investigate the installation of touchscreens that are accessible from outside the VIC, and all management / operational costs.

B&T Officer, VIC Officer - 26



on page…

9. Locality maps to continue to be displayed for viewing from inside and outside the VIC (mandatory criteria).

VIC Officer - 26

10. Attain a free-standing display board for events information that can be viewed externally after hours (mandatory criteria).

VIC Officer 1,000 26

11. Accommodation options to be displayed for viewing from outside the VIC after hours (desirable criteria).

VIC Officer - 26

12. Continue to recruit volunteers, including those who speak multiple languages. VIC Officer, B&T Officer - 26

13. Develop itineraries to meet the needs of the most frequent visitors to the centre (based on time available, transport, interests). Train volunteers to select and communicate these suggested itineraries to visitors (to be available in hard copy).

VIC Officer, Volunteers - 26

14. Provide training to volunteers on how to encourage visitors to stay longer and travel to other parts of the municipality, ie. to on-sell the area.

VIC Officer, Volunteers Included in Action No.48

27

17.2 Community Services

15. Establish a policy to guide how the VIC is to provide support to key events in the municipality, in terms of operating as a ticket / inquiry office; display space; monitoring of visitor inquiries.

VIC Officer, B&T Officer. Event Organisers, TG

- 28

16. Implement activities relating to the support of key events that arise from the above policy.

VIC Officer, B&T Officer. Event Organisers, TG

- 28

17. VIC to assist the Council’s Public Relations staff to publish regular updates on the VIC’s activities in the local media.

Council Public Relations Staff, VIC

Officer

- 28



on page…

18. Identify a suitable method of monitoring the economic impact of the VIC to the municipality (Hobsons Bay Sustainable Tourism Strategy).


19. Conduct presentations (eg. 6 per year) to community and trader groups to inform them of the VICs services and operations (also to assist with the recruitment of volunteers).

VIC Officer, Volunteers, TG, Community Groups

- 28

20. Develop a brochure outlining the VICs services and distribute to local businesses. VIC Officer, B&T Officer 600

21. Prepare and distribute 4-6 media releases per year to communicate information on the VIC’s performance and services to Hobsons Bay residents, businesses and Council.

B&T Officer, VIC Officer, Council’s PR Staff

- 29

22. Prepare articles on the VIC’s activities for inclusion in Council Newsletters to residents and businesses (at least 2 editions per year).


23. Conduct industry open days for businesses, Councillors and Council staff to visit the VIC to see what services it offers. Promote in local media, provide prizes, etc.

B&T Officer, VIC Officer 500

(catering)

29

24. Provide quarterly reports to Council on the performance of the VIC. VIC Officer, B&T Officer - 29

25. Work with Trader Groups to provide familiarisation tours for tourism operators to visit other tourism businesses and attractions in the municipality.

TG, VIC Officer - 29

17.3 Marketing

26. Once a brand positioning is developed through the Hobsons Bay Sustainable Tourism Strategy, reinforce the positioning through the displays in the VIC (as much as is feasible).




on page…

27. Liaise with Trader Groups to identify how their marketing activities can promote the VIC.


28. Conduct marketing activities as part of Council’s annual promotional program to promote the VIC, eg. Destination Melbourne publications, Tourism Victoria website.

B&T Officer, VIC Officer -

(municipal marketing

prog)

30

29. Investigate options to increase the visibility of the VIC to attract the attention of tourists and local residents, eg. install flag poles and flags near the VIC.


17.4 Asset Management & Development

30. Once the VIC is accredited, review and upgrade new ‘i’ signage (the official Australian VIC branding) external to the building.

VIC Officer, B&T Officer, Tourism Alliance Victoria

500 32

31. Improve signage to the VIC from all traffic directions:

o From ferries

o Foot tourists in Nelson Place / retail area

o From Werribee / Altona / Melbourne for car / bus traffic. Add reference to

the VIC on signage on the Princes Highway that promotes Federation Square

VIC

B&T Officer, VIC Officer, Tourism Alliance Victoria, VicRoads, Parks Victoria

3,000 + 32


17.5 Industry Development


on page…

32. Attend networking meetings with VICs in adjacent regions, eg. Werribee and Melbourne

VIC, to:

o Increase the level of attractions / accommodation referrals between regions.

o Share learnings on operational best practice.

VIC Officer, VICs in adjacent regions

- 33

33. Conduct co-operative marketing activities as appropriate with VICs in adjacent regions. VIC Officer, VICs in adjacent regions

-

(municipal marketing prog)

33

34. Maintain membership with Tourism Alliance Victoria (TAV). VIC Officer, TAV 300 33

35. Attend TAV’s professional development seminars, conferences. VIC Officer, TAV 600 33

17.6 Operations

36. Develop an Operations Manual which encompasses all operational information relating

to the VIC.

VIC Officer - 33

37. Maintain an updated Staff and Volunteers Operations Manual to be distributed to all new

volunteers and staff.

VIC Officer - 33

38. Continue to manage the operations of the VIC, including administrative duties,

equipment, cleaning, etc.

VIC Officer 9,600



on page…

39. Annually update insurances to cover the assets and operations of the VIC. VIC Officer Part of Council insurance

34

40. Continue to monitor visitation to the centre as currently undertaken (numbers, origin,

how found out about the centre, etc).

VIC Officer, Volunteers - 34

41. Investigate the potential to install a door counter (electric beam) to more accurately

monitor visitor numbers than relying on a manual method.

VIC Officer 500 34

42. Develop Compliments and Complaints Forms for visitors. VIC Officer - 34

17.7 Human Resources

43. Continue to employ a full-time VIC Officer to manage the centre, with support provided

by the Business & Tourism Officer.

VIC Officer, Manager Arts, Events & Tourism

57,236 36

44. Appoint a part-time officer to provide 7-day-a-week management of the VIC in

association with the existing full-time VIC Officer.

Manager Arts, Events & Tourism, Human Resources Unit

20,000

36

45. Develop a policy to formalise a process of staffing the centre when the VIC Officer takes

annual or sick leave.

Human Resources Unit, VIC Officer, Manager Arts,

Events & Tourism

- 36

46. Liaise with Council’s Metro Access Worker to investigate opportunities to recruit

volunteers with a disability.

VIC Officer, Metro Access Worker

- 36



on page…

47. Undertake the extensive program of volunteer training and management as outlined in

pp. 36-37.

VIC Officer, Volunteers, B&T Officer

5,000 36-37

48. Undertake an assessment of the OH&S status of the centre, and implement any resulting

recommendations.

Council’s OH&S Staff, VIC Officer, Manager Arts,

Events & Tourism

37

TOTAL BUDGET Year 1 $99,136


18. Action Plan Year 2 * CONTINUE ALL OPERATIONAL PRACTICES AS OUTLINED IN ACTION PLAN FOR Year 1


on page…

49. In association with local tourism groups, develop flyers based on specific visitor product / experience themes, eg. heritage and cultural attractions, wetlands & walks, accommodation, etc.

VIC Officer, TG, B&T Officer

2,000 25

50. Implement results of investigations into the installation of touchscreens, as appropriate (undertaken year 1).

B&T Officer, VIC Officer, Manager Arts, Events &

Tourism

? 25

51. Conduct a “Volunteer For A Day” program – provide the opportunity for Council staff, Councillors, trader groups, business operators, residents to volunteer for a day at the VIC.

VIC Officer, TG, B&T Officer

100

(catering)

29

52. Provide opportunities for students to undertake work experience at the VIC, particularly undergraduate and graduate tourism and hospitality students.

VIC Officer - 29

53. Liaise with educational institutions regarding options for tourism students to conduct visitor research at the VIC.


54. Investigate the potential to include visitor information for people with a disability on general visitor maps.

VIC Officer, B&T Officer, Metro Access Worker

- 32

55. Conduct / participate in a community survey to monitor awareness and satisfaction with the VIC. VIC Officer, B&T Officer 300 34

56. Obtain feedback from organisers of events supported by the VIC to monitor the perceived effectiveness of the support.

VIC Officer, Event Organisers

- 34

57. Conduct a tourism industry survey, in association with relevant Trader Groups, to identify the industry’s satisfaction with the VIC.

B&T Officer, VIC Officer, TG.

- 34

General budget items as listed for Year 1 $ 99,136



19. Action Plan Year 3

* CONTINUE ALL OPERATIONAL PRACTICES AS OUTLINED IN ACTION PLAN FOR Year 1


on page…

58. Investigate the requirements for a larger VIC through analysis of visitor data from Years 1 and 2. B&T Officer, VIC Officer, Manager Arts, Events &

Tourism

- 39

59. If required, investigate options for the development of the VIC. B&T Officer, VIC Officer, Manager Arts, Events &

Tourism

15,000 39

60. Investigate the potential to implement services that generate a revenue stream to the VIC and enhance the visitor experience, eg. internet , retail outlet.

B&T Officer, VIC Officer, Manager Arts, Events &

Tourism

- 39-40

61. If required, investigate State and Commonwealth Government funding sources to assist with the VIC development.

B&T Officer - 39

General budget items as listed for Year 1 $99,136


52

APPENDIX 1

TOURISM INDUSTRY WORKSHOP ATTENDEES

9.30am-1pm, 18th July 2005, Civic Centre, Altona

Peter Williams

HMAS Castlemaine

Kim Gerhardt

Club Laverton

Kate Dawson

Quest Williamstown

Barry Chambers

Hobsons Bay VIC (Williamstown)

Volunteer Representative

John Kelly

Williamstown Festival

Margaret Francis

Williamstown Traders Association

Vanessa Walton


Kim Walsh

Altona Traders Association

Cameron Stewart

Laverton Traders Association

Philip Merifield

Stephanie’s B&B

Barry Oldham

Captains Retreat

Craig Bennett

Quest North Williamstown

Damien Ryan

Western Melbourne Tourism

Jenine Fleming

Scienceworks

Cr. Angela Altair

Hobsons Bay City Council

Sally Curtis

Hobsons Bay VIC (Williamstown)

Daryl Warren


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APPENDIX 2

COUNCIL WORKSHOP ATTENDEES

2pm-4.30pm, 19th July 2005, Civic Centre, Altona

Cindy Gooden, Volunteers Co-ordinator

Katarina Persic, Team Leader Arts & Culture

Marion Stewart, Customer Services Officer

Sally Curtis, Visitor Centre Officer

Nada Stojkovic, Metro Access Worker

Daryl Warren, Business & Tourism Officer

Interview later held with Eric Braslis, Director Planning & Environment.

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APPENDIX 3

COUNCIL & INDUSTRY WORKSHOP ATTENDEES

11.30am-1.30pm, 30th September 2005, Civic Centre, Altona

This workshop was held to attain feedback on the Draft Business Plan.

Katarina Persic, Team Leader Arts & Culture


Sally Curtis, Visitor Centre Officer


Daryl Warren, Business & Tourism Officer


Margaret Francis

Williamstown Traders Association Damien Ryan

Western Melbourne Tourism Barry Chambers

Hobsons Bay VIC (Williamstown) Volunteer Representative Angus


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APPENDIX 4

ROY MORGAN VALUES SEGMENTS

Following is a brief description of the Roy Morgan Values Segments (developed in conjunction with the Horizon Network) that constitute the psychographic

segments targeted by Destination Melbourne (to be reviewed in terms of relevance for Hobsons Bay as part of the development of the Hobsons Bay Sustainable Tourism

Strategy).

Benefits Required

Socially Aware Visible Achievement Traditional Family Life

Young Optimism

Characteristics 35-49yrs, professionals, upper income, politically correct, educated.

35-49yrs, Success and career driven, status seekers, upper income.

50+yrs, retired middle Australia, cautious of new things, family focused lives.

18-24yrs, young and progressive, seek new and different things, trend setters.

Accommodation Boutique 4-5 star accommodation

Boutique hotels Hotels and motels Hotels, Backpackers

Dining Good food establishments

High quality dining Middle range venues Budget

Activities New and different activities – culture, nature, events

Arts/ cultural events, nature, wineries and restaurants, children’s activities

Special interest, eg. heritage tours, nature, gourmet foods, fishing.

Nightlife, social activities, adventure, events

Media,

eg. Print

The Age,

The Australian

National Geographic

Coast to Country

The Australian

Financial Review

Gourmet Traveller

Vogue

Herald Sun

The Age

Gourmet Traveller

The Age

X-Mag

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APPENDIX 5

ACCREDITATION CRITERIA

While this list is not exhaustive, it outlines the major policies and practices that are

mandatory (or desirable where indicated) for a Level 2 accredited VIC.

Membership

• Must be a member of a local or regional tourism association affiliated with Tourism

Alliance Victoria.

Visitor Information

• The VIC will send or provide local and regional information to meet any visitor requests;

• Assistance must be provided to visitors, a ‘self-help’ mentality is not acceptable;

• Staff must answer the phone and greet visitors as clearly identified representatives of the

VIC;

• Minimum customer service standards apply as per the Better Business Requirements

booklet;

• Must carry a comprehensive range of brochure with applicability to the local area, and

adjacent regions.

Insurances

• Insurance cover for all volunteers is essential, both on and off-site when on duties

related to the VIC.

• Must have property, professional indemnity, and public liability insurances.

Visitor Statistics

• Must collect and collate data on all telephone, counter, mail, fax and email inquiries from

visitors.

• Must regularly conduct visitor surveys to monitor performance.

Opening Hours & After Hours Information

• Hours must be clearly displayed to visitors during and outside normal opening hours.

• Answering machine messages must also clearly provide these details.

• Locality maps for out of hours visitation must be clearly displayed and visible from

outside the building.

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• Must be open 7 days a week, with minimum hours of 9am-5pm (can exclude Christmas

Day and Good Friday). May extend hours during peak periods.

• Desirable that accommodation options be visible from outside the building after hours.

Staffing

• Minimum of 1 permanent paid staff member to be located on site, with a minimum 2

years experience as a tourism officer / VIC manager or equivalent management

experience. This does not include casuals.

Enquiries & Bookings

• VIC to make inquiries on behalf of the visitor, either in person, phone, fax or email.

• Must, under all reasonable circumstances, make a minimum of 3 phone calls if requested

to assist with accommodation availability (unless the visitor prefers to undertake

enquiries themselves).

• Must not refuse to assist a customer with enquiries, or direct them to use a public

phone to call themselves.

Desirable

• May make a reservation on behalf of a visitor, however are not obliged to take a deposit, or

make a booking.

Policies

Display & Promotional Policy

• Must have brochure acceptance and display policies to guide the inclusion and display of

brochures in the VIC.

• Must have brochure racks that are clearly labelled with the type of information included.

• Must ensure that visitors can easily locate the information they are seeking.

Networking Policy

• Must include referrals to other accredited VICs

• Must include attendance at VIC regional network meetings.

• Must include attendance at TAV meetings and professional development seminars.

Merchandise Policy

• Must include a return / refund policy.

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Facilities & Amenities

• Dedicated telephone line and answering machine

• Personal computer including email and internet access

• Facsimile

• Public toilets on site (with disable access) or within a 5 minute walk.

• Dedicated staff toilets.

• Disabled access as specified by Australian Standard 1428.1

• Local area fact file – a comprehensive reference source for staff to refer to including all

local area information, tourism and other community services.

• Brochure storage – out of public view

• Up-coming events display area, visible both externally and internally

• Dedicated information / enquiry point / counter

• Day book – for recording statistics, information and communication between “shifts”.

• All staff including volunteers to wear a name tag.

Desirable

• Visitor seating area

• First aid training

• Local merchandise / product display

• Video viewing area

• Minimum dress standards or uniforms for all staff including volunteers.

Hobsons Bay Visitor Information Centre …...Visitor Information Centre (VIC) Williamstown in March...

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