TOUR ISM
NORTHERN TASMANIA
Annual Report 2012-13
“At our heart is a charming city of character in a region full of characters offering an eclectic collection of boutique experiences. It’s a culture where conservative contradicts offbeat. You’re made to feel special here, where you don’t just savour the end product; you’re given the freedom to live part of its story, to understand what you’re consuming and why it is how it is…”
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Tourism Northern Tasmania ANNUAL REPORT 2012-13
N T EN TS• O C • Destination Profile and Performance
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Introducing Tourism Northern Tasmania’s Annual Report
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Chairman’s Report
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CEO’s Commentary
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TNT Board Members
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The Year That Was
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Feedback from Stakeholders
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Managing the Future of Tourism in the North
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Financial Statements
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Treasurer’s Report
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Auditor’s Report
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Income and Expenditure Statement
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Notes to the Financial Statements
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Contributors
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The TNT Team
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Contact Details
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Tourism Northern Tasmania ANNUAL REPORT 2012-13
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t inat ion s e d
& profile performance The Northern Tasmania region spans approximately 30 percent of the State of Tasmania. This region is a popular visitor destination with natural attractions and well preserved heritage features. Based on the ABS 2011 Census, Northern Tasmania’s residential population is estimated at 130,592 people and the local economy supports 48,872 jobs.1
Tourism Businesses in the North (498 in total)
Accommodation 233 Attraction 149
Tour 60
Transport 1 Restaurant 25
Hire 25 Info 5
*Only product in the TigerTour state database are listed.
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Economic Impact Analysis, Tourism in Tasmania’s North; REMPLAN 2013
Tourism Northern Tasmania ANNUAL REPORT 2012-13
Natural Attractions, Council & Electorate Boundaries
Destination Performance
Proximity from Launceston Freycinet
175km - 2 hours
Cradle Mountain
153km - 2.15 hours
Devonport
100km - 1 hour
Hobart
200km - 2.15 hours
Bay of Fires
186km - 2.25 hours
Indicator of Performance Direct Economic Return from Tourism Direct Visitor Expenditure (NVS) Visitors to the North (NVS) - Day trips
Of the 48,872 people employed in Northern Tasmania, it is estimated that demand by visitors for goods and services supports 3,649 jobs. The Tourism sector represents 7.5%
Dorset
3196
7,355
44
Bass
Flinders Island
1333
900
52
Bass
George Town
652.6
6,892
42
Bass
Launceston
1405
67,190
38
Bass
Meander Valley
3821
19,694
42
Lyons
Northern Midlands
5130
12,654
43
Lyons
689
22,476
42
Bass
West Tamar Total 2
16226.6
1,600,000
Growth above state average
Visitor growth + 12%
Direct
Direct
21.7% share
Reach 23.0% share
Share held by other Tasmanian regions
Direct
Stay above state average
State average 7.2%
Direct
Employment in Tourism Sector (REMPLAN) Electorate
2.2m visitors
State Average $142
- No. of Inter-State nights
Average Age
Tourism 21 + 4.0% pa
Stay above state average
accounting for 2,260 jobs (61.9% of tourism related employment).2
Population
Direct
$172
- No. of Local nights
Sq Kms
Tourism 2020 + 7.0% pa
Impact on Economy
Visitor Yield (daily spend per visitor) (NVS)
Services’ sector is the major tourism related industry sector in Northern Tasmania
Grow +4.5% pa
Benchmark
600,000
7.2% for Tasmania. From an employment perspective, the ‘Accommodation and Food
Municipality
$349m
Target 2015
- Overnight visits
Market Share of all Visitor Nights (NVS) (excludes International nights)
of total employment in Northern Tasmania, which is comparable to the state average of
Current Northern Situation
24.7% (707,000 nights) 20.3% (1,220,000 nights) 3,649 jobs (7.5%)
Aviation Access Launceston Airport Pax movements p.a. No. of inter-state flights per week No. of inter-state airlines Spirit of Tasmania Pax movements p.a. No. of inter-state sailings per week Industry Confidence Overall tourism business confidence
Direct 1.22million 227 3 330,698 7 60% positive
Equal state average on all measures
State average
In-direct
65% positive
137,161
Economic Impact Analysis, Tourism in Tasmania’s North; REMPLAN 2013
Tourism Northern Tasmania ANNUAL REPORT 2012-13
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Tourism Northern Tasmania ANNUAL REPORT 2012-13
Introducing
Tourism Northern Tasmania’s
Annual Report
Tourism Northern Tasmania (TNT), incorporated as an association on Monday 5 November 2012. The purpose
TNT’s Board established the following
of this entity, defined as a Regional Tourism Organisation, is to manage and lead the tourism destination of
vision and values for the organisation
Northern Tasmania in such a way that stimulates improved economic, social and environmental returns from the
at time of incorporation which have
tourism industry.
guided the culture and conduct of the organisation in its inaugural year of operations.
Members of the association include funding partners and local tourism associations as listed:
TNT’s Vision:
Funding Partner
To create a tourism brand so successful, other industries seek to be part of it.
TNT’s Values: Industry Associate Members Launceston Tamar Valley Tourism Association
North East Tasmania Tourism Association
Heritage Highway Association
Greater Esk Tourism Association
Great Western Tiers Tourism Association
Mole Creek Tourism Association
Flinders Island Tourism Association
Worldly - we’re competing on a world stage and focused on the part we can own in the bigger picture. A Force Multiplier - our value of collaboration allows us to punch above our weight as we stand as one region with one story. Dynamite - we’ll approach with the energy we need to sustain our course in a measured manner. Harmonious - we lead by example and we take the time to stand in the shoes of those we represent. Determined - a no-nonsense organisation that is clear in its journey and aims high to achieve what may not yet be thought possible. This Annual Report aims to capture not only the performance of the RTO in this first, partial year of operations, but also the vision and key priorities TNT is championing with members, through the Destination Management Plan, for the sustainable growth of tourism in Northern Tasmania into the future.
Tourism Northern Tasmania ANNUAL REPORT 2012-13
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chairman’s Report Starting out As an enthusiastic new organisation, Tourism Northern Tasmania (TNT) has been able to make pleasing progress
As a Board, we live in, work in,
towards achieving our goals. Summed up in my own words, “to help nurture and grow a vibrant and profitable
invest in and love Northern
tourism industry in Northern Tasmania.”
Tasmania. We want to see it thriving. We aspire to enable
Organisationally, the board’s initial priority was to set a clear vision, being “the reason you must visit Northern
innovation and lead new thinking
Tasmania”. Whether called our identity or our value proposition, the Destination Management Plan (DMP) brings
about what Northern Tasmania is
many of the pieces of that jigsaw together and coherently sets the agenda for the region’s ongoing tourism
and can be as a destination.
development. We anticipate this guiding vision will align the tourism industry and enable the whole community to pull together positioning Northern Tasmania as a ‘must visit’ destination.
The bigger picture
The Board has spent considerable time supporting staff in developing robust governance processes. It is
While we are focussed on Northern Tasmania we operate in
important that investors and stakeholders have confidence in the integrity of the organisation internally and the
the bigger pictures of Tasmania and Australia. We are actively
Board takes that responsibility very seriously.
working with Tourism Tasmania and the Tourism Industry Council Tasmania, Tasmanian Hospitality Association and
Just as seriously we take the need to see results for the industry and region. Alongside the DMP process we
Business Events Tasmania amongst others to capitalise on
have been working hard to ensure we are delivering support, campaigns and partnerships which deliver positive
State and National capacity, investment and marketing.
demonstrable outcomes. This will become increasingly evident as our organisation gains momentum. We are also actively involved in strategic industry planning
Tourism and the region All economies have multiple pillars of which most include tourism. In a competitive market, Northern Tasmania tourism has many strengths. However, we firmly believe the region has significant growth potential with several
processes. Of particular note is the Tourism 21 Strategy and its enabling Tourism Industry Plan, which we hope will help sharpen the focus for the tourism sector and align Government and industry resources.
exciting proposals in the planning phase currently. TNT will do everything possible to ensure that growth is
For many of the state and national issues of which our stakeholders talk to us about (for example flexible
realised working closely and co-operatively with all stakeholders. A vibrant tourism sector will support growth
employment arrangements), we are able to amplify our regions voice through the broader industry advocacy
in many other industries from agriculture and construction to forestry and breweries.
efforts of these organisations.
To do this we aim to lead the conversation with many of those industries in working together with tourism. We want to be able to show off the best this region can produce and deliver. James McKee Chairman, Tourism Northern Tasmania 8
Tourism Northern Tasmania ANNUAL REPORT 2012-13
Tourism Northern Tasmania ANNUAL REPORT 2012-13
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cEO’s Commentary
“ Tourism Northern Tasmania started life in a vacuum of tourism leadership in the North.”
Monday 3 December 2013 saw the first day Tourism Northern Tasmania
reaffirming commitment from partners, both councils and Tourism
Incorporated, initiated operations.
Tasmania, making contact with our industry, and initiating immediate much needed action – all essential in building relationships and
Months of work by steering committee members, Board members, and
confidence in our new RTO.
Tourism Tasmania staff preceded what was a fairly quiet day – the highlight being the hire of a laptop!
What was immediately gratifying was the positive, welcoming response TNT received from partners and the open-minded attitude to work with
My initial aspirations were to ensure as an organisation we started on the
us to get things started.
principles of transparency, fairness and trust. The hallmark values of any organisation which represents an industry as well as a destination.
context was Tourism Tasmania’s change in strategic direction, which
Following formative, and often candid, discussions with industry
left a vacuum of responsibility in the areas of investment attraction and
representatives, councils and Tourism Tasmania, it was immediately
industry development. TNT took the proactive step early of defining our
On reflection during these first few days, 3 weeks prior to Christmas,
apparent we needed to approach our work transparently, and with the
position, specifically in the areas of; regional tourism planning, destination
the industry in Northern Tasmania had been absent of active regional
focus on establishing credibility – given that many stakeholders did not
marketing, industry skills and advocacy and leveraging events and business
representation for what numbered in excess of 5 years.
know what to expect of an RTO.
events for Northern Tasmania. The resulting debates, working groups and
The market at the time was performing at a low to moderate level,
On this basis we initiated a ‘First 90 Days’ approach to establishing
with visitation numbers slowly recovering from GFC conditions that had
TNT based on; Organisational Effectiveness, Stakeholder Engagement,
We will continue to debate and define ‘who does what’ well into 2014,
impacted the industry negatively for the previous 3 or 4 summers. A high
Destination Marketing and initiating a planning process – which later
which in turn I believe will create a greater sense of co-ownership of our
Australian Dollar and yet to be realised improvements in aviation access
came to be known as ‘the DMP’.
destination’s priorities.
During this time we activated our first marketing initiatives; ‘Fly Free
In leading up to the fourth quarter in our inaugural financial period, a
outcomes created, for many, a welcome change in approaching these issues.
to Launceston airport, were also taxing the industry’s ability to realise sustainable financial returns.
to Tassie’, Hawthorn weekend promotions and leveraging off a little
concerted focus was put upon planning for the future. We initiated the
Investment in Northern Tasmania tourism had been following a similar
known event called Dark Mofo. These promotions allowed us to test the
stakeholder consultation and market analysis for what would become
trend, years of low levels of development leading the Premier of
strength of our marketing partnerships and our industry’s willingness
the Destination Management Plan (DMP) for Northern Tasmania. This
Tasmania to note to media her concern at the lack of investment projects
to participate. These initial forays have paved the way for more formal
exercise allowed TNT and our industry to consider the future of tourism
being put forward leading up to the 2013 Federal election.
marketing partnerships commencing in 2014.
in the region, and also to challenge where we needed to focus resources
As the first 90 days came to an end, a second revelation was realised, our
inverted bell curve, wait to realise the potential of positive change. There
role and function within the Tasmanian tourism industry structure was, for
In draft form the resulting DMP illustrated the top 5 areas where the
was no better environment to start a regional tourism organisation within…
many, an enigma. Although in theory regional tourism was accepted, the
region needs to build new strength; those areas where we have a natural
reality of redefining roles and responsibilities across state, regional and
advantage, but needed more emphasis and the areas of business we can
local agencies, councils and associations was not so clear. Added to this
ill afford to ignore.
With strong support of the TNT Board we first established key priorities; 10
to address issues this analysis uncovered.
In all the feeling was of an industry and region sitting at the bottom of an
Tourism Northern Tasmania ANNUAL REPORT 2012-13
This ‘plan of place’ will guide our industry through the next 3 years and
TNT has an office team of three, with an industry team of hundreds
provided in ensuring the Northern regional model actually happened!
beyond, with the roles of TNT and our stakeholders defined according
and seven very active, very intelligent local councils; Launceston City,
Often under ‘roll-coaster’ circumstances she ensured councils, industry,
to how the priorities in the plan are delivered. The priorities for each
Meander Valley, West Tamar, George Town, Dorset, North Midlands
agencies and elected officials participated in discussions and reached
objective are revisited in throughout this Annual Report.
and Flinders Island. Our Councils are our strategic partners, as well as
mutually satisfactory outcomes. Thanks to you Liz.
funding partners. We will continue to focus energy on creating regional As I write this, Tourism Northern Tasmania is barely a year old. But in
tourism solutions which aid them collectively, while working to increase
In considering the future of Northern Tasmania against the tapestry of
that time we have been fortunate to have attracted an exceptional team
economic return through tourism by driving regional dispersal of visitors
the past, I am convinced that the collective driving force behind the
within our region, who aid us in delivering the DMP priorities.
and enabling industry to perform more effectively.
delivery our Destination Management Plan will be our regional team
The TNT Board is made up of skills based pro-bono members, all of which
TNT also has the privilege of working with seven Local Tourism
On reflection of our current partnerships, I’m confident we’re in a great
enthusiastically contribute their time, energy and skills to guide, govern
Associations (LTAs), who collectively represent an industry of 498
position to create big wins for the North of Tasmania.
and inspire my team to deliver the very best for our region. I’d like to
registered tourism businesses in Northern Tasmania. In doing that one
personally acknowledge the support and often tireless efforts of this
thing we thank them immensely! LTAs have been invaluable partners
group of professionals. It’s a true pleasure.
for TNT, ensuring we hear the sentiment of the industry, communicate
approach. Unity of purpose is critical if we’re to achieve our mutual goals.
TNT has unsurprisingly seen very little staff turn-over for an organisation of our age. But two people who did contribute energy and effort in
our opportunities to their members and question our respective roles in leading the industry.
the first formative month, Tracey Clarke and Dianne Sinclair, have now
LTAs are fuelled by volunteers. Their energy alone, often
moved on to bigger and better things. On Monday 4 February 2013 TNT
unacknowledged, is a resource we cannot squander and something TNT
employed its second full-time staff member, Abby Stephens. Abby joined
values highly.
Chris Griffin CEO, Tourism Northern Tasmania
us to provide administrative support for everything we do. She illustrated very early on that no task was beyond her capabilities, especially in
A final thank you must be reserved to Tourism Tasmania’s Board,
relocating the organisation to a new office, almost single-handedly!
Executive team, and tireless staff in ensuring the regional tourism model was defended, funded and
Come a sunny Wednesday 3 April 2013, Sam Denmead answered the
eventually brought to live across the
call to return to her home town, Launceston, and re-enter the tourism
four regions of Tasmania. Two CEOs
industry as TNT’s Marketing Executive. Immediately she was put to work
(Tony Mayell and John Fitzgerald) have
building promotions around Hawthorn, Dark Mofo and winter short-
championed the theory and enabled it
breaks. Sam has brought an industry expertise and insight to the team
to come to life through industry leaders
which constantly reminds us that we’ve an industry to represent.
in all regions. Coupled with this was the stable on-going support Liz Schbig-Edgar Tourism Northern Tasmania ANNUAL REPORT 2012-13
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TNT
board members
GLENN ROBERTSON – BOARD DIRECTOR - TREASURER Glenn joined Hotel Grand Chancellor Launceston, as General Manager, in October 2009 and has settled into the quality of life that Launceston and the North have to offer. Glenn completed his undergraduate degree in Hotel Management at Griffith University (Gold Coast) before working in hotel management roles in Northern Territory, South Australia, New Zealand and Tasmania. He is a member of the
JAMES MCKEE – CHAIR James brings to TNT a passion for Northern Tasmania and the opportunities for tourism, along with a strong governance background. In his other main role as the CEO of NRM North, he leads efforts to ensure the sustainable management of our natural resources which are key to a prosperous future for tourism in the region.
Launceston Film Society, SKAL Launceston, Rotary Club of Central Launceston and Tamar Canoe Club. In his spare time Glenn enjoys kayaking, running, cycling and gardening. In addition to his role on the Board, Glenn is also the Treasurer and Public Officer of Tourism Northern Tasmania. He is passionate about the active participation of operators in driving their industry. “I believe a Regional Tourism Organisation
James has held a wide variety of board positions, included in not for profit
has the unique potential to unite the tourism industry in the North, bringing
organisations and private companies across a range of sectors. He is currently the
operators together to increase visitation to our region and improve the overall
Chairman of the Launceston Airport Community Aviation Consultative Group, a
visitor experience.”
director of St Giles, the Tourism Industry Council Tasmanian and is a Trustee of the Anglican Diocese of Tasmania. In his roles as a director James has a particular interest in organisational leadership, strategy and community engagement. James has an academic background in agricultural science and management. He is a graduate of the Murray Darling Basin Leadership Program, and has been part of community development processes in the USA and India. He has a particular interest in seeing sustainable development principles used as a foundation for both the wise stewardship of our natural resources and future innovation opportunities for the region.
GAIL MURRAYBOARD DIRECTOR - SECRETARY Gail has many years of experience in the travel and tourism industry. From General Manager Jetset Travel (Tasmania) Pty Ltd, managing an award winning team of 16 staff in five locations, to the role of the first General Manager with Gateway Tasmania. This was followed by 10 years with Tourism Tasmania as Sales and Marketing Manager with Tasmania’s Temptations Holidays, liaising with national travel agency networks, and managing the Tourism Tasmania national sales team. During this time Tasmania peaked in tourism success with the support of over 4500 travel agents nationally and won many awards for the ‘Tas Temps Holiday Book’ as the key Tasmanian product guide. This distribution experience brings a
The Board offers their sincere thanks to both Sarah Hirst and Stacey File, who completed their terms as Board Directors early in 2013/14. The Board welcomed Tony Chapman and Adrian Wood in October 2013. 12
Tourism Northern Tasmania ANNUAL REPORT 2012-13
commercial tourism and a ‘saleable product’ understanding to the Board. Most recently Gail undertook the role of Tourism Accreditation Consultant for TICT in Northern Tasmania, working with many ‘on ground’ operators to achieve ‘the tick’ and deliver on higher business and customer expectations.
TIM HOLDER BOARD DIRECTOR
ROBERT RAVENS BOARD DIRECTOR
Tim is the Executive General Manager
Robert is a graduate of Sydney University (BA; BSc) and the UNSW (MBA). Married to Dr Jennifer Ravens, with two Children, James and Philippa, all of whom are Directors of Bridestowe Estate.
international customer base. Tim’s board strengths include strong
Stacy File BOARD DIRECTOR
governance, finance, strategy and media engagement and marketing, both on and off line. Educated at Launceston Grammar School, Tim returned to Tasmania after spending 12 years on the mainland.
Stacy File has over 15 years international events industry experience and is highly
Tim believes in a strong and prosperous future for Tasmania and the
skilled in all facets of event management
necessity for tourism to be a vibrant economic driver.
and project management. This includes brand and concept development, budget
a world of experience in brand and reputation management with specialties in people engagement. As a brand and culture architect, he leads a dynamic team of fresh thinkers at Effective Naturally – a strategic marketing company designed to build brands people love. His experience covers all industries and counts SMEs as clients through to some of Australia’s best known brands. Despite working abroad so often, he still feels the pride of landing back home in Launceston seeing an opportunity for our region to create a leisure and business tourism experience that is unique and talk worthy.
event management and marketing in
the multi award winning Bridestowe Estate.
including City Mission and NRM North and
Rick Marton brings to the TNT board
Sun. She has worked in public relations,
the BJN Group, now Managing Director of
150 people. Tim sits on several boards
RICK MARTON BOARD DIRECTOR
Canberra with The Weekly Times and Herald
including Incitec Industrial Chemicals and
throughout Tasmania, employing about
house Abe’s Audio, a “cloud based” business with a national and growing
Examiner, before moving to Melbourne and
in CEO roles with major corporations
10 major commercial radio licences
Tim co-owns a nationally focused and rapidly growing audio production
Sarah launched her journalism career at The
Following a 35 year history of employment
of Tasmanian Broadcasters who operate
is on the NRM State Council, responsible for advising the Minister.
Sarah Hirst BOARD DIRECTOR
forecasting and management, strategic marketing, community and media relations, sponsorship acquisition, risk management and planning and stakeholder management. Stacy’s experience spans across a variety of sectors ranging from intimate corporate functions, multi-national conferences to large scale, mass market events with a special focus and passion for lifestyle and music events with budgets ranging from ten thousands to multi-million dollars. She has a great understanding for the benefits that strategic events can contribute to communities, businesses and brands and is dedicated to
London, Canberra, Perth and Launceston. Together with her husband Mark, and children Lachie, 4, and Gracie, 3, they own and manage a tastings and weddings centre at Leaning Church Vineyard at Lalla and Lilydale Larder, a bakery, café, providore, bar, bottle shop and functions centre.
LIZ SCHIBIG-EDGAR ADVISOR Liz Schibig-Edgar, as Tourism Tasmania’s Regional Tourism Co-ordinator for the North and East Coast is the ex officio Tourism Tasmania representative on TNT. Liz brings a unique perspective to TNT having worked across all sectors of tourism in Australia and internationally; with extensive experience marketing, destination and industry planning and development. Liz has extensive industry experience specifically in hotel management in Australia, Japan, Switzerland and New Zealand. She brings an in depth knowledge of regional tourism to TNT having worked in this field in Victoria and in New Zealand. Liz also brings an understanding of government with recent experience working across tourism and
providing targeted success results.
international development across local, state and federal government.
Stacy also dedicates her time as co-owner and manager of a successful,
Liz has a post graduate degree in Tourism Management from the
family owned and operated agritourism business located in the heart of
University of Otago specialising in regional tourism.
the Tamar Valley. Tourism Northern Tasmania ANNUAL REPORT 2012-13
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t he y e a r
that was
Tourism Northern Tasmania commenced operations on Monday 3 December, in a borrowed office space, a rented laptop and a single staff member with very large aspirations! What followed was the implementation of a 90 day plan that stabilised the organisation’s operations to the point where the following highlights were achievable.
Leveraging Tourism Tasmania Campaigns - Fly Free to Tassie A promotion specifically designed to leverage Tourism Tasmania’s new inter-state campaign by redirecting demand to travel to Tasmania, to fly to Launceston airport.
Winter Partnerships set the scene for 2014 Hawks Footy Weekend Promotions
Tassie Short Breaks Promotion In partnership with The Examiner and the other Regions of Tasmania, TNT participated in a joint promotion to motivate Tasmanians to take a short break in Tassie during the winter months.
As part of the TNT’s developing relationship with Hawthorn Football Club, the agency ran a print campaign into Hobart and North West
The campaign was financially supported by 50 northern tourism
Partnering with Flight Centre and Virgin Australia (Campaign partners
cities, promoting priced weekend deals for Hawthorn game weekends in
businesses, resulting in 13 pages of advertising and editorial profiling the
of Tourism Tasmania) ‘Fly Free To Tassie’ offered free return flights from
Launceston.
region.
Six leading tourism businesses participated in the campaign, providing
Dark Mofo Partnership
Melbourne to Launceston – provided 2 nights of accommodation were booked.
great deals promoting an increase in out of town visitors during game weekends.
MONA’s inaugural winter festival provided Launceston with a one-
Launceston to equal Hobart in campaign sales performance for the first
This activity was the start of a greater joint marketing partnership now
Wednesday 12 June 2013.
time.
established for 2014 game promotions.
Off a low campaign investment of $19,350 ‘Fly Free To Tassie’ generated 97% increase in accommodation booked through Flight Centre, allowing
Flight Centre report over 130 flights being given away, with 678* people booking travel to
show opportunity when Vandemonian Lags played at Princess Theatre,
Seeing the opportunity to build a relationship with MONA with the intention of growing Dark Mofo’s presence in the city into the future, TNT actively promoted the event in partnership with a group of like-minded
Northern Tasmania.
businesses in the region.
*These measures are
This proactive, collective approach lead to MONA offering to ‘float’
indications only of the real economic return generated from this campaign.
SkyWhale (pictured) over Launceston City on Sunday 23 June. This generous offer generated highly valued media exposure for Launceston world-wide via the internet. In June 2014, Dark Mofo will hold multiple events in Launceston – generously funded by the State Government, Launceston City Council and private sector sponsors.
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Tourism Northern Tasmania ANNUAL REPORT 2012-13
Northern Tasmania – online and accessible to the world
Addressing the Conference Market
Planning for the Future of our Region
Throughout the year TNT collaborated and designed an online presence
Early feedback from industry drew TNT’s attention to the need to support
TNT’s core strategic planning activity for 2013 was the formation of a
the conferencing sector of the region. The number of conference bids won
Destination Management Plan (DMP) for the Northern Tasmania Region.
for Northern Tasmania, to be reflected via both the State tourism website www.discovertasmania.com and a custom built website for the region www.northerntasmania.com.au. To enhance communication to our stakeholders and industry we activated www.tnt.org.au. All platforms are now live and are portraying to the world the motivation, inspiration and information required to convert interest into demand into travel to our region. TNT’s corporate website, www.tnt.org.au went live in June 2013.
and economic return to the region had experienced declines in recent years.
aimed to provide a framework for which TNT and key stakeholders plan TNT in partnership with Business Events Tasmania formed the Northern
Seven Local Tourism Associations (LTAs) make-up the Northern region, and via their membership they represent the majority of the tourism industry. TNT’s focus was to ensure the value of LTAs to industry was maintained and to avoid over-shadowing their good work. To this end all industry communications were channelled via the associations, and feedback from industry was sought regularly with regard to any number of issues. TNT established quarterly forums for representatives of all LTAs to meet and plan together with their RTO, and ensure intelligence was shared between LTAs, Councils, industry and TNT.
for and manage the tourism interests of the region.
Tasmania Conference group drawn together from industry leaders in the sector. The groups influence and participation enabled specific activity to
Consultation was initiated on Tuesday 9 April at the TNT Board Retreat
be activated by BE Tas and TNT aimed at building the competitiveness of
and continued for 3 months. 78 industry members and stakeholders
the sector.
participated in face to face forums, another 45 by phone interview and 14 via online surveys. Opinions and perspectives were canvassed regarding
In addition, TNT co-funded
Working with our Tourism Industry
Based on best practice planning for regional tourism, the DMP process
the future direction of tourism in the region.
and supported a feasibility study commissioned by the
These industry, political and community views were cross referenced
Launceston Chamber of
with market intelligence and visitation statistics regarding Tasmania and
Commerce into the future of
Northern Tasmania. The result was a report that details these findings
convention and conference
and prescribed 28 primary recommendations categorised under the
facilities in Launceston,
areas of: destination marketing, investment attraction and reinvestment,
allowing for better planning
industry development, and stakeholder and community engagement
in terms of infrastructure and investment.
Clustered and prioritised these recommendations are represented in the draft DMP, providing a clear direction for stakeholders and industry to consider. Tourism Northern Tasmania ANNUAL REPORT 2012-13
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Feedback from Stakeholders
“
Tourism Northern
Tasmania has, in its first year, made a significant
“
Over the past year, James, the Board, Chris and the team at Tourism
“
contribution to the events and tourism sector in
Tourism Northern Tasmania has quickly established itself as
the regional voice of Northern Tasmania’s tourism industry, providing
Northern Tasmania. Over
leadership and direction to the local industry. The organisation has
the past four years we
the state as well as Flinders Island. In that time, they have worked closely
established an important and valued link between local operators and
have seen an explosion
with member councils, local associations and tourism operators to craft a
statewide tourism bodies, while establishing some of its own exciting
of new events, festivals
shared vision for the region’s tourism sector. This vision is now embodied
initiatives such as the Local Host program and the “Tourism Champion”
and major attractions in
in their new Destination Management Plan, which provides a crucial
awards, engaging the broader community in tourism.
Tasmania and the North,
Northern Tasmania (TNT) have made substantial inroads into the structure, development and marketing of tourism throughout the north of
and TNT has facilitated
guide for improving the region’s tourism appeal, numbers and investment, TICT on behalf of the industry commends the board and staff of TNT
and in doing so, its overall economic prosperity. Not only has the TNT team and their partners created an exciting future
on its first 12 months, and we all look forward to an exciting future for
support wider advocacy, economic impact analyses, resource sharing and
northern tourism.
cross promotion. There are countless reasons to visit, live and invest in
”
for the tourism industry in northern Tasmania, but they have also reignited some valuable partnerships with local and other businesses
Luke Martin CEO, Tourism Industry Council Tasmania
with interests in the region like MONA, the Tassie Hawks, the arts tourism sector, the business events area, and cycle tourism, for example. Tourism Tasmania is pleased to have been able to support TNT throughout this journey. The board and staff of TNT have done a magnificent job in a relatively short time and we congratulate them on getting the organisation and the region to where it is today. My staff and I look forward to working closely with the TNT team in the months and years ahead as they continue to focus on creating greater economic
”
benefits for northern Tasmania through tourism.
“
CEO, Tourism Tasmania
As a relatively new entity, TNT has made an outstanding
contribution through engaging the tourism operators, developing a strategic plan which has buy-in from all key players and coordinating with Tourism Tasmania in a way that is proactive in representing the interests of the region’s tourism industry. Chairman James McKee and his Board members together with CEO Chris Griffin have established a process that is outcome focused and engaged with the key players necessary in establishing a readily identifiable tourism brand that represents consistent high quality and a variety of captivating tourism experiences. Launceston City Council congratulates TNT on its achievements to date and looks forward to an exciting future in working collaboratively to grow
”
our tourism market share. 16
Tourism Northern Tasmania ANNUAL REPORT 2012-13
Northern Tasmania, and TNT is supporting a wider awareness of the great
”
cultural, economic and liveable capital that is growing here.
Natalie De Vito Festival Director, Junction Arts Festival
to provide confidence that the region will truly fulfil its potential John Fitzgerald
bringing us together to
Robert Dobrzynski General Manager, Launceston City Council
“
Over the past twelve months I have been very impressed by the
level of dedication and action that the Tourism Northern Tasmania team has achieved. As a small operator I often become too focused on my own business and not involved enough with what is happening beyond our gate, however I have felt included, inspired and engaged by the opportunities that TNT has offered, with our business benefitting from many of the marketing programs. I would like to congratulate Chris, Abby, Sam and the Board for their vision and drive to get Northern Tasmania up
”
and running again.
Louise Archer Owner operator, Brickendon Estate
“
A year on and our new Regional Tourism Organisation is
encouraging a more positive outlook than we’ve dared dream of for some years. Our pleas for guidance have found a sympathetic ear. We’re looking
“
In a relatively short space of time, Tourism North Tasmania (TNT)
has proactively altered the manner in which tourism operators, NonGovernment Organisation’s and all tiers of government are working
forward to our workshop on remodelling our structure and anticipating
together to drive this important industry sector within our region.
a clearer map to the future. Lobbying undertaken by TNT for support
While TNT has shown a genuine regional commitment and focus, the
of developments in our area, notably the cycle projects is particularly
recognition and support shown to our more isolated tourism assets and
appreciated. Remember “mountain biking is the new golf”!
communities such as the Furneaux Islands has been a breath of fresh air. The efforts of the TNT CEO and support of the Board in assisting the
Establishing a new organisation from a discordant recent history, and
islands to develop our brand and marketing product whilst aligning this
amid upheaval at a State level, has been a tough gig, but one that has
with access to new markets and growth opportunities, has been a catalyst
been accomplished with some surety and due professionalism. The
to much of the growth seen in visitation on Flinders Island over the past
direction provided by TNT can only inspire confidence about the way
year and can only assist to drive this further in the time ahead.
”
forward.
“
Tony Scott Chair, North East Tasmania Tourism
Flinders Council congratulates TNT on an exceptional first year of operation and looks forward to collaboratively building on these
”
achievements in the year ahead. In order to fulfil our mission, it is essential for TVWR to establish
and maintain good relationships with other local tourism operators, local councils, State tourism and media. The establishment of TNT, and in particular the energy and efficiency of the current management and staff, has assisted greatly in building and maintaining these networks.
“
Raoul Harper General Manager, Flinders Council
TNT are delivering sound advice and more importantly strategic
initiatives that are driving change in the region. We look forward to seeing the regional brand develop into a compelling, robust entity that
TNT’s development of a strongly inclusive regional strategy has provided common direction and greater cohesion for tourism operators, something that was lacking previously. With increased tourism numbers already
”
engages visitors throughout their journey north.
Bede Clifton
Sales and Marketing Manager, Country Club Tasmania
reflected at cellar doors, I look forward to seeing what further progress
”
we can make next year.
Anthony Woollams CEO, Tamar Valley Wine Route
Tourism Northern Tasmania ANNUAL REPORT 2012-13
17
The Future Vision for Northern Tasmania “Northern Tasmania is a Must Do visitor destination, ripe for exploration and discovery. This destination is so compelling, visitors want to come back, and do! Rather than rely on the icons of the past, the North relates to its visitors’ expectations, and offers quality boutique experiences. The industry willingly adapts to changes in the market, they work together to make things happen, and turn a profit!” To enable our northern community and tourism industry to realise this future, TNT will lead the delivery of key priorities – encapsulated in the Northern Tasmania Destination Management Plan.
Be True to the Brand Following the lead set by Tourism Tasmania, TNT working with stakeholders, defined a northern expression of the State tourism brand.
m a naging
the future of tourism in the North
Based on the values of boutique, eclectic, playful and quietly proud, the brand position for Northern Tasmania is:
experience delivers upon the marketed brand promise. Through delivering training forums, one to one expert advice and a real focus on product development, we know our industry will respond and increase its profitability through ‘living the brand.’
Our City’s Tourism Future Launceston is the starting point for many visitors to our region and Tasmania. A welcoming atmosphere is critical to attracting more visitors and dispersing them to regional locations. TNT supports a multi-faceted approach to enhancing the city’s position as a leading visitor destination. Regional Access Access is the life blood for Tasmania’s tourism industry. Visitors arriving in the North of the State have a greater potential to stay longer in our region. Supporting all endeavours to preserve and grow northern air and sea access is critical.
offering an eclectic collection of boutique experiences. It’s a culture
City Precincts, Investment and Visitor Movement
where conservative contradicts offbeat. You’re made to feel special here,
(GLP references)
where you don’t just savour the end product; you’re given the freedom to
Inspired by the 2011 Gehl Report3, immortalised in the recently released
live part of its story, to understand what you’re consuming and why it is how it is.” Our task now is to lead the industry in creating compelling images, stories and film that illustrate this brand, and to promote and share them with our ‘best prospect’ target audiences. In 3 years TNT aspires to have marketing (social media, digital marketing and mobile technology) to a point that we actively argue the merits of continuing traditional marketing.
Tourism Northern Tasmania ANNUAL REPORT 2012-13
fundamentals of brand success are based on whether your product/
“At our heart is a charming city of character in a region full of characters
increased its own ability (as well as industry’s in general) in modern
18
Communication is only one aspect of a true brand strategy. The
Greater Launceston Plan4 is the ideal of Launceston as a city that capitalises on its heritage buildings, enlivens its CBD area and integrates both with neighbouring city areas. The layout of the inner city already provides the blue-print for distinct precincts, the rivers and main
Soft Adventure – Two wheels to lead the way
thoroughfares offer the potential to intuitively connect these compelling areas, and a city council and business community mutually
Renowned as Tasmania is for outdoor activities such as walking,
support investment and development upon this
fishing and golf, a new renaissance is taking shape in Northern
framework.
Tasmania. Recent studies suggest the cycling visitor market in Australia generates higher yields that average visitors to a
The task for TNT is to aid both the City Council
destination7.
and private sector in formalising the vision for the inner city and attracting public and private
This is a new market for Tasmania, which Northern Tasmania in a
sector investment to realise this potential.
key position to optimise. resources and audiences, and to provide
Reimagining Cataract Gorge
leverage when seeking private as well as public
Perhaps the most unique natural feature
sector support.
of Launceston – Cataract Gorge is also the emotional centre of the city for many residents. Recent sporting events and proposed music events have cast the spotlight upon the potential of the Gorge. New developments such as cantilever viewing platforms are being built and future facility investment proposed. TNT believes the city needs an agreed vision for the Gorge and an architectural approach in planning for developments in this most cherished domain. Transparent community consultation, feasibility and design considerations, and a collective decision making approach are essential in ensuring the character and values of the Gorge are enhanced and accessible to anyone seeking to enjoy it.
TNT is committed to supporting these endeavours through lobbying for event support and coordinating promotional activities which use events to; profile the brand of the region, and stimulate visitation from core markets. Launceston is the second largest centre in Tasmania for hosting business events, but we have lost market share in recent times. Business Events are essential in smoothing seasonal visitation to the North, and providing much needed cash flow for tourism businesses. But as a place we need to be more competitive and compelling to win conference business. This was validated by a Market Assessment study
Events and Conferences
commission by the Launceston Chamber of Commerce in 20136.
National research supports the real social and economic value that
TNT is committed to work with Business Events Tasmania and the
events provide regional communities5. For tourism events play a vital role in stimulating demand. Our task is to ensure our event community is funded and supported in a way that grows the economic and social return to the community. But just as essential as well positioned funding is the need for the Northern event organisers to work together to share
3 6
conferencing sector in the city and region to address the core areas identified; Business Development, Sales and Marketing, Event Support and Product Development.
In 2014, North East Tasmania will see 90kms of Mountain Bike trail custom built for residents and visitors of all levels of expertise. Northern roads are ideal for road cycling, and a higher than normal proportion of residents partake in this sport. Cycling events such as the Launceston Cycling Festival 2013 attracted over 10,000 riders and supporters. In addition ‘soft recreational’ riders (often family groups) are being considered in the proposal of a 100km rail trail from Launceston to Ledgerwood. TNT’s task will be two-fold. First seeking investment and training for tourism businesses to tailor services and experiences to two-wheeled visitor needs, and second to promote the region as a cycle destination underpinned by the regional brand. In complement to this two wheeled fascination is TNT’s renewed focus upon supporting developments which include high quality Golf courses. The aim; to amplify the success of Barnbougle Dunes and Lost Farm, by providing additional courses for repeat visiting golfers to play. This focus is not at the detriment of other soft adventure pursuits, with further work with the guided fishing, golfing and walking sectors being defined.
Launceston Public Spaces and Public Life; Gehl Architects 2011. 4Greater Launceston Plan; Renaissance Planning 2013 5Reinventing Rural Places; University of Wollongong 2013 Market Assessment for a purpose built Convention Centre for Launceston, Tasmania; Gaining Edge 2013 7North East Rail Trail Preliminary Demand and Economic Benefit Assessment; TRC Tourism 2013
Tourism Northern Tasmania ANNUAL REPORT 2012-13
19
The Tamar Valley Revival The Tamar has a strong brand recall in-market, but has suffered in recent
Northern Heritage, Convict and Indigenous Experiences
years from a combination of increased competition from other wine valleys
The North is home of some of Tasmania’s most compelling convict heritage
and a lack of unity from stakeholders who leverage the brand equity of the
stories. However variable levels of investment and support across key
valley.
convict heritage sites over accumulative years have made an impact. Complementary to, and often interwoven with our convict heritage is
There is a real and distinct need for the Tamar Valley to position and
Tasmania’s indigenous heritage. These stories have great social significance
develop itself as a culinary destination, home of great wines, nestled in the
for both Tasmanians and visitors alike.
unique typography of a river valley. TNT believes that tourism can play a big part in communicating these To reposition the Tamar in a way that allows it to gain the economic return
stories respectfully to not only visitors, but also locals. Case studies across
from its brand equity, a unified approach is needed which includes all councils,
the globe have proven this.
industries and associations currently leveraging the Tamar Valley brand. The challenge for Northern Tasmania is how we agree to present these TNT will seek the consent from valley stakeholders to contribute leadership
conjoined branches of our island’s family tree in a way that conveys the
and guidance to this process.
true story of our past to generate social and economic returns for Northern
This task will require; consultation to reinvigorate the brand strategy, work
communities.
to identify the gaps in the Valley’s offer to visitors – specifically in the area
TNT will focus on championing how this synergy of heritage stories is conveyed
of food services – and integration of marketing messages and content into
to our visitors, and also where our heritage tourism businesses can gain
regional and state promotions.
advantages from contemporary global practices in interpreting heritage.
Flinders Island – Boutique Nature-based Destination
Inspiring Investment in Our Future
Flinders Island has for many years quietly evolved as a visitor destination.
direct tourism developments big and small. This understanding is only one
The island is home to outstanding natural and indigenous visitor
of the trifecta required to direct investment and development in tourism. An
attractions, yet are in need of support to attract visitors and deliver quality
understanding of place; where it’s appropriate to build what type of tourism
experiences. Based on a unifying, nature based tourism strategy, work has
business or related infrastructure, coupled with the needs and strengths of
commenced to extend its principles to capture an ‘all of island’ approach to
the local community make up the winning formula.
We need to better understand the needs of our target markets to better
branding and marketing Flinders. TNT will seek funding to undertake an infrastructure and product audit of TNT aims to continue to work with Flinders, amplifying its natural
what and where Northern Tasmania should invest in tourism. This audit
advantages, including boutique food experiences, while developing visitor
process will result in a market tested investment prospectus – which will
services in the areas of customer service and product development.
enable private and public sector investors to inject funds into the right developments; for the market, relative to the North and supported by the
20
Tourism Northern Tasmania ANNUAL REPORT 2012-13
community.
Getting the Basics Right To be an industry that “... willingly adapts to changes in the market, that works together to make things happen…” TNT needs to ensure we offer the leadership and focus on the little things that accumulatively make up, over time, an industry culture of business excellence. Building blocks to achieve this in the next 3 years include a combination of the below, delivered constantly and continuously.
Core to the success of this strategy will be the installation of wifi technology hardware to allow visitors to access high-speed broadband via mobile devices. Grass Roots Research There is a wealth of intelligence gleaned from National and State research programs which inform our planning as a region. This statistical data however is less reliable when used at a local or business level. TNT will develop a pilot program to gain
Industry Advocacy Lobbying on behalf of the industry, and community, at levels of government via a positive media profile and respected relationships with key decision makers. Industry Skills Developing and delivering skills-based training programs in partnership with State wide agencies specifically in the areas of; customer services, digital media, China ready and financial advice to direct reinvestment. Consolidated Regional Marketing
‘grass roots’ data from participating tourism businesses that provide localised visitor intelligence such as; length of stay and origin of visitors, direction of travel, yield and local experiences undertaken. This intelligence will assist in Council, LTA and business decision-making. Inter-Industry Partnerships The future growth of the tourism industry will not be in isolation. Industries identified as high-value partners include; viticulture, education and agriculture. The link between wine makers and tourism is well established in destinations throughout the world. A continued partnership with the
Diverse local tourism marketing endeavours have evolved in the vacuum
Tamar Valley Wine Route group and its members will aid in strengthening
of a collective regional marketing approach. Great value, passion and
the wine tourism value of Northern Tasmania.
initiative exist in these past and current promotions. TNT’s challenge into the future is to provide consistent marketing programs that allow these local expressions to live on within Northern regional brand marketing. All of State Visitor Information Approach
Established links with UTAS provides many advantages including; access to international students as both visitors as well as a source of culturally informed workers, and access to research facilities to aid in destination management.
Tasmania as a destination needs to be guided by a plan that directs
The Northern tourism industry sits upon very active, vibrant agricultural
investment and use of; visitor information centres, websites and apps,
industries. With existing and new markets (such as China) seeking
printed guides and road signage. TNT is committed to working with
experiences that are more connected to the place and its producers, the
Tourism Tasmania, and the neighbouring regions, to provide guidance and
commercial potential for expanding agri-tourism business is very real. A
delivery of an integrated system of visitor information.
partnership with the TFGA has been formed to work towards achieving mutual industry gains. Tourism Northern Tasmania ANNUAL REPORT 2012-13
21
FINANCIAL REPORT 2012-13
Tourism Northern Tasmania Inc. ABN 42 362 403 917
FINANCIAL STATEMENTS 30th June 2013
Contents
22
Tourism Northern Tasmania ANNUAL REPORT 2012-13
Treasurer’s Report
23
Audit Approach
24
Independent Audit Report
25
Income and Expenditure Statement
26
Statement of Financial Position
27
Notes to and forming part of the Financial Statements
28
Committee Statement
29
FINANCIAL REPORT 2012-13
TREASURER’s Report Tourism Northern Tasmania Inc incorporated under the Associations Incorporation Act 1964 on 05 November 2012. Funding arrangements for the year ending 30 June 2013 were consistent with those negotiated by the Northern RTO working group which included Tourism Tasmania (Department of Economic Development, Tourism and Arts), Launceston City Council, West Tamar Council, Meander Valley Council, Dorset Council, Northern Midlands Council, George Town Council and Flinders Council. The Board would like to take the opportunity of acknowledging and thanking Tourism Tasmania and Local Governments for their contributions and support as detailed in this report. Tourism Northern Tasmania Inc has ended the financial year with total accumulated funds of $224,703.
Glenn Robertson Treasurer, Tourism Northern Tasmania
Tourism Northern Tasmania ANNUAL REPORT 2012-13
23
FINANCIAL REPORT 2012-13
22nd November 2013 The Board
I did not become aware of any material weaknesses in the internal control structure during the course of the
Tourism Northern Tasmania Inc.
audit. The requirement for two authorising signatures (CEO and the Treasurer), for the expenditure payments
P O Box 527
was essential in the reliance (for audit purposes) on the Internal Control. I sighted the main Funding Agreement
Launceston 7250
and other supporting funding commitments from the Member Councils.
I advise that following my appointment on 29th July 2013, I have completed the audit of the Association for the
The Minutes were reviewed for items that may have impacted on the audit process.
period ended 30th June 2013. There were ongoing meetings with the CEO and the Treasurer as the audit progressed. Any minor matters Audit approach
that arose during the course of the audit were brought to the attention (for further action) of the CEO and the Treasurer.
The audit was conducted pursuant to the Associations Incorporation Act Tasmania 1964 (as amended) with the object of expressing an opinion on the financial report.
The responsibility for the preparation of the financial report, including adequate disclosures, was that of the governing body of the Association. and was achieved by the engagement of MDH Accounting Pty Ltd to
I conducted the audit in accordance with the Australian Auditing Standards to provide reasonable assurance as
complete this task.
to whether the financial report was free of material misstatement. My procedures included examination, on a test basis, of documentary evidence supporting the amounts and other disclosures in the financial report. This provided me with a view which was consistent with my understanding of the entity’s financial position, and the results of its operations for the period to 30th June 2013.
Other I appreciated the assistance of Abby Stephens during the audit, and of the contact with David Aldred of MDH Accounting Pty Ltd.
In addition, there were inherent limitations in the audit, and these included, the formal limitations of any internal control structure, resulting from the small number of staff (including the CEO), and the separate assistance from the Treasurer (a non-staff appointment). As a result, my audit could only provide reasonable – not absolute – assurance that the financial report was free of material misstatement. Audit comments arising from the audit The Operating result for the period was a Surplus of $224,703. This occurred mainly from the Grant funds
........................................................................ Please contact me if there are any matters requiring comments arising from the audit. My fee account is enclosed. Yours faithfully
received which were not for a specific Operating period, and had been included in the Bank A/c at 30 June 2013, as disclosed in the Statement of Financial Position (Balance Sheet). John Bye C. C. CEO and the Treasurer 24
Tourism Northern Tasmania ANNUAL REPORT 2012-13
FINANCIAL REPORT 2012-13
Auditor’s Report to the Members of Tourism Northern Tasmania Inc. ABN 42 362 403 917
Report on the Financial Report Following my appointment on 29th July 2013 I have audited the financial report, being a special purpose financial report of Tourism Northern Tasmania Inc. for the period ended 30th June 2013, consisting of the statement of financial position, and the income and expenditure statement, a summary of significant accounting policies, other explanatory notes and the statement by members of the committee on the annual statements giving a true and fair view of the financial position and performance of the association.
Committee’s Responsibility for the Financial Report The committee of the association is responsible for the preparation and fair presentation of the financial report and have determined that the basis of preparation described in Note 1 is appropriate to meet the requirements of the Associations Incorporation Act 1964 Tasmania (as amended) and are appropriate to meet the needs of the members. The committee’s responsibility also includes such internal control as the committee determines is necessary to enable the preparation and fair presentation of a financial report that is free from material misstatement, whether due to fraud or error.
Auditor’s Responsibility My responsibility is to express an opinion on the financial report based on my audit. I have conducted my audit in accordance with Australian Auditing Standards. Those Standards require that I comply with relevant ethical
the financial report in order to design audit procedures that are appropriate to the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the committee, as well as evaluating the overall presentation of the financial report. I believe that the audit evidence I have obtained is sufficient to provide a basis for my audit opinion. Auditor’s Opinion In my opinion, the financial report of the Tourism Northern Tasmania Inc. presents fairly, in all material respects the financial position of the Tourism Northern Tasmania Inc. as at 30th June 2013 and the results of its financial performance for the period then ended in accordance with the accounting policies described in Note 1 to the financial statements, and the Associations Incorporation Act 1964 Tasmania (as amended).
Basis of Accounting and Restriction on Distribution Without modifying my opinion, I draw attention to Note 1 to the financial statements, which describes the basis of accounting. The financial report has been prepared to assist Tourism Northern Tasmania Inc. to meet the requirements of the Associations Incorporation Act 1964 Tasmania (as amended).. As a result, the financial report may not be suitable for another purpose.
requirements relating to audit engagements and plan and perform the audit to obtain reasonable assurance whether the financial report is free from material misstatement. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial report. The procedures selected depend on the auditor’s judgment, including the assessment of
J.W. Bye
the risks of material misstatement of the financial report, whether due to fraud or error. In making those risk
Chartered Accountant ..........Dated at Youngtown, Tasmania 22nd day of November 2013
assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of Tourism Northern Tasmania ANNUAL REPORT 2012-13
25
FINANCIAL REPORT 2012-13
Tourism Northern Tasmania Inc.
Tourism Northern Tasmania Inc.
Statement of Comprehensive Income
Statement of Financial Position
for the period ended 30 June 2013
as at 30 June 2013 2013
2013
Note
Note $
Income Grants
Assets 2
Total Income
491,782
Current Assets
491,782
Cash and Cash Equivalents
4
288,556
Trade and Other Receivables
5
8,158
Operating Expenses
Total Current Assets
Administration Expenses Employee Benefits Expense Board Expenses
3
122,910 5,668 57,798
Visitor Information
1,105
Industry Development Stakeholder Engagement Investment Attraction
296,714
47,628
Marketing Expenses Destination Management Plan
$
Non-current Assets Property, Plant & Equipment
6
Total Non-current Assets
6,844 6,844
Total Assets
303,558
24,888 2,731 686 3,000
Liabilities Current Liabilities Trade and Other Payables
7 8
75,747
Total Operating Expenses
266,414
Provisions
Net Operating Result
225,368
Total Current Liabilities
78,855
Total Liabilities
78,855
Depreciation Expense
665
Net Surplus/(Deficit)
224,703
Net Assets
3,108
224,703
Members Funds
The accompanying notes form part of these financial statements
26
Tourism Northern Tasmania ANNUAL REPORT 2012-13
Accumulated Funds
224,703
Total Members Funds
224,703
FINANCIAL REPORT 2012-13
Tourism Northern Tasmania Inc.
Notes to the Financial Statements for the year ended 30 June 2013
1
STATEMENT OF SIGNIFICANT ACCOUNTING POLICIES
c. Employee Benefits Provision is made for the association’s liability for employee benefits arising from services rendered by
Basis of Preparation
employees to the end of the reporting period. Employee benefits that are expected to be settled within one year have been measured at the amounts expected to be paid when the liability is settled. Employee
These are the first financial statements of the association. The association was incorporated on 5 November
benefits payable later than one year have been measured at the present value of the estimated future cash
2012.
outflows to be made for those benefits. In determining the liability, consideration is given to employee
The financial statements are special purpose financial statements prepared in order to satisfy the financial
wage increases and the probability that the employees may not satisfy vesting requirements. These cash
reporting requirements of the Incorporations Act (TAS) 1964. The committee has determined that the
flows are discounted using market yields on national government bonds with terms to maturity that match
association is not a reporting entity. There are no requirements to comply with Australian Accounting Standards
the expected timing of cash flows.
under the act. The extent to which Australian Accounting Standards and other mandatory professional reporting requirements have or have not been adopted in the preparation of the special purpose financial report is as follows: The financial report has been prepared in accordance with the requirements of the following Australian Accounting Standards: AASB 1031 Materiality AASB 110 Events after the Balance Sheet Date
Classification of employee benefits
An employee benefit liability is classified as a current liability if the association does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the period. This would include all annual leave and unconditional long service leave entitlements. d. Plant and Equipment Where the cost of an item of plant and equipment exceeds $1,000 and the association and it is probable that future economic benefits associated with the item are expected to flow to the association the item is
The financial statements have been prepared on an accruals basis and are based on historical costs. Material
recognised as an asset. Where an item comprises a set, the set will be recognised as an item if the cost of
accounting policies adopted in the preparation of the financial statements are presented below and have been
the set exceeds $1,000 and it is probable that future economic benefits associated with the set will flow to
consistently applied unless otherwise stated.
the association.
a. Cash and Cash Equivalents Cash and cash equivalents include cash on hand, deposits held at call with banks and other short-term highly liquid investments with original maturities of three months or less.
Plant and equipment is carried at cost less, where applicable, any accumulated depreciation and impairment losses. Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as
b. Provisions
appropriate, only when it is probable that future economic benefits associated with the item will flow to
Provisions are recognised when the association has a legal or constructive obligation, as a result of past
the association and the cost of the item can be measured reliably. All other repairs and maintenance are
events, for which it is probable that an outflow of economic benefits will result and that outflow can be
charged to the income and expenditure statement during the financial period in which they are incurred.
reliably measured. Provisions are measured using the best estimate of the amounts required to settle the obligation at the end of the reporting period. Tourism Northern Tasmania ANNUAL REPORT 2012-13
27
FINANCIAL REPORT 2012-13
Tourism Northern Tasmania Inc.
Notes to the Financial Statements for the year ended 30 June 2013
The depreciation rates used for each class of depreciable assets are:
Plant and Equipment 5 - 67 %
The assets’ residual values and useful lives are reviewed, and adjusted if appropriate, at the end of each
Interest revenue is recognised using the effective interest rate method, which for floating rate financial assets is the rate inherent in the instrument. Revenue recognition relating to the provision of services is determined with reference to the stage of completion of the transaction at the end of the reporting period and where outcome of the contract can be
reporti ng period.
estimated reliably. Stage of completion is determined with reference to the services performed to date as a An asset’s carrying amount is written down immediately to its recoverable amount if the asset’s carrying
percentage of total anticipated services to be performed. Where the outcome cannot be estimated reliably,
amount is greater than its estimated recoverable amount. Gains and losses on disposals are determined by comparing proceeds with the carrying amount. These gains or losses are included in the income and expenditure statement.
revenue is recognised only to the extent that related expenditure is recoverable.
association in return for past or future compliance with certain conditions relating to the operating
e. Leases
activities of the company. Government grants include government assistance where there are no conditions
Lease payments for operating leases, where substantially all the risks and benefits remain with the lessor,
specifically relating to the operating activities of the company other than the requirement to operate in
are charged as expenses on a straight-line basis over the lease term.
There were no finance leases for the reporting period.
certain regions or industry sectors. Government grants are recognised immediately as revenue when (i) the association obtains control of the contribution or the right to receive the contribution (ii) it is probable the economic benefits comprising the
f. Trade and Other Receivables
contribution will flow to the entity and (iii) the amount of the contribution can be measured reliably. Grant
Receivables are carried at cost and recognised when the association has the right to receive the amount, it
income is recognised as income in advance when it does not meet the criteria detailed at “”l (j) Critical
is probable that the economic benefits comprising the amount will flow to the association and the amount
Accounting Estimates and Judgments”” for it to be recognised as income immediately. Grant income will be
can be reliably measured. A provision for doubtful debts is recognised when there is objective evidence
recognised as income in advance until the time it meets all the criteria listed therein.
that an impairment loss has occurred at which point the impairment loss is recognised as an expense in the income and expenditure statement. Collectability of overdue accounts is assessed on an ongoing basis. g. Revenue and Other Income Revenue is measured at the fair value of the consideration received or receivable after taking into account any trade discounts and volume rebates allowed. Any consideration deferred is treated as the provision of finance and is discounted at a rate of interest that is generally accepted in the market for similar arrangements. The difference between the amount initially recognised and the amount ultimately received is interest revenue.
Government Grants and Income in Advance
Government Grants are assistance by the government in the form of transfers of resources to the
All revenue is stated net of the amount of goods and services tax (GST).
h. Trade and Other Payables Trade and other payables represent the liability outstanding at the end of the reporting period for goods and services received by the association during the reporting period which remains unpaid. Liabilities are recognised for amounts to be paid in the future for goods and services provided to the association as at balance date whether or not invoices have been received. General Creditors are unsecured, not subject to interest charges and are normally settled within 30 days of invoice receipt.
28
Tourism Northern Tasmania ANNUAL REPORT 2012-13
Trade
FINANCIAL REPORT 2012-13
Tourism Northern Tasmania Inc.
Notes to the Financial Statements for the year ended 30 June 2013 and other payables includes the unspent portion of grant income (grants in advance). i. Comparative Figures
k. Goods and Services Tax
Revenues, expenses and assets are recognised net of the amount of goods and services tax (GST), except:
(i) Where the amount of GST incurred is not recoverable from the taxation authority, it is
These financial statements are the first for the association, hence there are no comparative figures
recognised as part of the cost of acquisition of an asset or as part of an item of expense;
available for disclose. j. Critical Accounting Estimates and Judgments The committee evaluates estimates and judgments incorporated into the financial statements based on historical knowledge and best available current information. Estimates assume a reasonable expectation of
or
(ii)
For receivables and payables which are recognised inclusive of GST.
The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables.
future events and are based on current trends and economic data, obtained both externally and within the association.
l. Income Tax The committee has self assessed the income tax status of the association and has determined that it is
Key Estimates - Impairment
The committee assesses impairment at the end of each reporting period by evaluation of conditions and
exempt from income tax as it meets the Australian Taxation Office criteria in relation to its objects and wind up clauses.
events specific to the association that may be indicative of impairment triggers. Recoverable amounts of relevant assets are reassessed using value-in-use calculations which incorporate various key assumptions.
m. Distribution of income and capital Under the association’s constitution the income or capital of the association cannot be distributed to its
Grant Revenue Recognition
“Revenue and Other Income” discloses income received from government contributions and specific
members. In the event of a wind up the remaining capital must be transferred to an organisation with similar objectives.
purpose grant funding (less Income in Advance, where applicable). The association’s grant funding is recognised immediately as revenue when:
n. Economic Dependency
(a) the entity obtains the control of the contribution or the right to receive the contribution
The normal trading activities of the association depends to a significant degree on funding received from
(b) it is probable the economic benefits comprising the contribution will flow to the association; and
various sources including local and state government.
(c) the amount of the contribution can be measured reliably The association’s specific purpose grant funding is also recognised immediately as revenue where all these criteria are met. For the reporting period, the committee has assessed the specific purpose grant income received and the attached grant funding agreement to determine that grant income meets the criteria set out above. Where there is an obligation to refund uncompleted projects for which contributions were advanced, the unexpended amount of grant revenue has been recorded as income in advance. Refer also to “Government Grants and Income in Advance”at note 1(g).
Tourism Northern Tasmania ANNUAL REPORT 2012-13
29
FINANCIAL REPORT 2012-13
Tourism Northern Tasmania Inc.
Notes to the Financial Statements for the year ended 30 June 2013 2013 $ 2 Grants Tourism Tasmania (DEDTA)
273,000
Councils
217,500
Balance B/f from Zone Marketing Group
30-Jun-13 Gross
Opening Balance -
96,231 8,661
Leave Accruals
3,108
288,556 288,556
5 Trade & Other Receivables 8,158 8,158 6 Property Plant & Equipment Accum. Depr. Office Equipment
7,509 -665 6,844
30
Tourism Northern Tasmania ANNUAL REPORT 2012-13
-
7,509
-
-
-
(665)
(665)
7,509
-
(665)
6,844 2013 $
Trade Creditors
44,614
ATO Integrated client account
26,066
Superannuation Payable
5,067 75,747
8 Provisions Provision for Annual Leave
4 Cash and Cash Equivalents
Office Furn. & Equip. @ Cost
-
-
14,910 122,910
Trade Debtors
7,509
Closing Balance
7 Trade & Other Payables
Superannuation
Cash at bank
Depreciation
WDV
1,282
3 Employee Benefits Expense
Temporary contractors
Disposals
Accum. Depn.
491,782
Wages and Salaries
Additions
3,108 3,108
FINANCIAL REPORT 2012-13
Tourism Northern Tasmania Inc.
Statement by the Committee for the year ended 30 June 2013 The committee of the association declare that:
1. the financial statements and notes, as set out in the financial report give a true and fair view of the association’s financial position as at 30 June 2013, and its performance and cash flows, for the year ended on that date; and
2. in the committee’s opinion there are reasonable grounds to believe that the company will be able to pay its debts as and when they become due and payable; and
3. the financial report satisfies the requirements of the Associations Incorporation Act (Tasmania) 1964 to prepare accounts.
This declaration is made in accordance with a resolution of the committee.
James McKee
Glenn Robertson
Chairperson
Treasurer
Dated 22nd November 2013
Tourism Northern Tasmania ANNUAL REPORT 2012-13
31
contributors Funding Partners Tourism Tasmania Dorset Council Flinders Council George Town Council Launceston City Council Meander Valley Council Northern Midlands Council West Tamar Council
Local Tourism Associations North East Tasmania Tourism Flinders Island Tourism Association Great Western Tiers Tourism Association Greater Esk Tourism Inc. Heritage Highway Region Tourism Association Launceston Tamar Valley Tourism Association Mole Creek Tourism Association
State and Regional Partners Business Events Tasmania Department of Economic Development, Tourism and the Arts Events Tasmania
Launceston Airport Launceston Chamber of Commerce Launceston City Prom Northern Tasmania Development Regional Development Australia Skills Institute Tasmania Tasmanian Hospitality Association Tasmanian Parks and Wildlife Service Tourism Industry Council Tasmania West Tamar Chamber of Commerce
Events Junction Arts Festival Hawthorn Football Club MONA - Dark MOFO Festivale BOFA
Industry 41 Degrees South Salmon Farm & Ginseng Farm Alanvale Apartments & Motor Inn Anabels of Scottsdale Ashgrove Farm Cheese Aspect Tamar Valley Resort Barnbougle Dunes Golf Links Accommodation
Bass & Flinders Centre Bay of Fires Lodge Walk Bay of Fires Wines Beaconsfield Mine and Heritage Centre Beauty Point Cottages Ben Lomond Snow Sports Best Western Abel Tasman Airport Motor Inn Best Western Plus Launceston Beulah Heritage Accommodation Beyond Urban Tours Black Cow Bistro Bluestone Grain Store B&B Bonneys Inn Brickendon Historic Farm and Convict Village Bridestowe Lavender Farm Bridport Bay Inn Cable Hang Gliding Christmas Hills Raspberry Farm Clarion Hotel Coach Tours Tasmania Country Club Tasmania Discover Tasmania Tours Daming Tours Deloriane Creative Studios Flinders Island Car Rentals Forest Walks Lodge Eco-Accommodation Furneaux Museum Furneaux Tavern
Foxhunters Return Glass Naturally Grey Sands Vineyard Hatherley Birrell Collection Hatherley House Hillwood Berry Farm Hollybank Treetops Adventure Day and Night Tours Holm Oak Vineyard Hotel Charles Hotel Grand Chancellor Launceston Hotel Launceston Icena Accommodation J Boag and Son Brewery Jansz Tasmania Josef Chromy Wines Killiecrankie Farm Nursery & Christmas Trees King Solomons Cave Launceston Bed and Breakfast Retreat Launceston City Ghost Tours Leaning Church Vineyard Marions Vineyard Mole Creek Guest House Moores Hill Estate Mountain View Country Inn Palana Retreat Partridge Farm Pepper Bush Adventures Peppers Seaport Hotel -
Launceston Peppers York Cove Tamar Valley Pilot Station and Maritime Museum Platypus House Platypus Park Country Retreat Pomona Cottages Prestige Leisure Tours Quality Aspect Tamar Valley Resort Quamby Estate Quest Launceston Ross Caravan Park & Heritage Cabins Ross Motel Ross Village Bakery Scottsdale Art Gallery CafĂŠ Seahorse World Sebel Hotel Launceston Silk and Roses of Chudleigh Sharp Airlines Shutterbug Walkabouts Stay Tasmania Stillwater Restaurant Tamar River Cruises Tasmania Zoo The Westbury Gingerbread Cottages Time Out Retreat Tin Dragon Interpretation Centre and Cafe Tin Dragon Trail Cottages
TWOFOURTWO Boutique Apartments Uncover Tasmania Personalised Guided Tours Valleybrook Wine Tours Vertigo MTB Wild Cave Tours Woolmers Estate (Attraction) Yondover Farmhouse Cheesery
Sponsors Autorent Hertz Tamar Valley Wine Route James Boags & Sons
Preferred Suppliers Boags Brewery Halibut Creative Matsons Catering MDH Accounting Plexus Computing
Other Tasmanian RTOs Cradle Coast Authority East Coast Regional Tourism Organisation Destination Southern Tasmania
Photography credits: Louise Archer, Rob Burnett, C&B Studios, Adrian Cook, Chris Crerar, Martin Eadie, Andrew Harris, Geoffrey Lea, Geoff Murray, Clive Roper, Joe Shemesh, Scott Sporleder. Designed by Halibut Creative. 32
Tourism Northern Tasmania ANNUAL REPORT 2012-13
the tnt Team
A small team of dedicated and passionate people work behind the scenes at Tourism Northern Tasmania. We’ve each got our own specialities, so feel free to contact us for a chat.
CHRIS GRIFFIN - CHIEF EXECUTIVE OFFICER
SAM DENMEAD MARKETING EXECUTIVE
ABBY STEPHENS ADMINISTRATIVE OFFICER
Chris has managed small and large commercial
Sam’s role focuses on contributing to and
Abby’s role involves the coordination of the
businesses, and was most recently employed
implementing the annual marketing plan.
day to day finances and budgeting; all internal
as a Senior Executive for Tourism Tasmania.
Amongst other things, this includes seasonal
and external stakeholder communications and
During his four years at Tourism Tasmania he
and tactical campaigns; working with trade and
all board member / meeting requirements. She
worked directly with the Northern Tasmanian
media partners; managing visitor information
also facilitates all the internal systems within
tourism industry, and regional Tasmania as a whole.
and content including social media; and developing opportunities for the
the office and organises any events and functions that Tourism Northern
industry to participate in campaigns and promotions.
Tasmania holds. Abby has worked in both the corporate and private sector
Prior to coming to Tasmania, Chris was General Manager Marketing for
using her administration skills in various industries but with a strong
Christchurch and Canterbury Tourism, the largest Regional Tourism
Sam was raised and educated in Launceston before leaving the state
focus on construction. Working for Tourism Northern Tasmania is her first
Organisation in New Zealand. Chris’s areas of expertise include; Industry
upon completing a Bachelor of Commerce degree at UTas. Sam has
job back after having time off to have her daughter, Isabelle.
Relations, Brand Strategy, International Marketing, Digital Marketing,
previously worked at Tourism Tasmania in the media/PR team and was a
Destination Promotions and Airline and Event Partnership Marketing.
tourism operator for nine years running a guided cycle tour business out
Prior to coming to TNT, Abby was the PA to the General Manager of
of Hobart. Sam has received the Ministers Award for Young Achiever at
Launceston Airport. She has been living in Tasmania for nearly 2 years,
Chris, his wife Phoebe and daughters Lily and Josephine live very happily
the 2002 Tourism Awards, and 2004 Telstra Tasmanian Young Business
coming from a stint in Darwin and growing up in country South Australia.
in East Launceston, from where they explore the city and region every
Woman of the Year, and laments that she’s now not eligible for any more
Abby has worked in hospitality for over 10 years and has proven she can
weekend.
‘young’ person awards.
adapt her skills and knowledge to the tourism industry.
Contact Details
Sam, her husband and their two kids have moved from WA to Launceston
Abby’s areas of expertise include; outstanding organisational skills,
Email: chris@tnt.org.au
for this opportunity with TNT and she is passionate about using her
corporate functions management and significant administrative and
Phone: 03 6380 6099
skills, experience and energy to make a positive contribution to her home
clerical skills. She possesses integrity, diplomacy and a high degree of
region.
common sense.
Contact Details
Contact Details
Email: sam@tnt.org.au
Email: admin@tnt.org.au
Phone: 03 6380 6099
Phone: 03 6380 6099
Tourism Northern Tasmania ANNUAL REPORT 2012-13
33
t h a nk you The Board and team of Tourism Northern Tasmania Incorporated would like to express their sincere thanks to all those individuals and agencies who funded, supported and championed the formation of our Regional Tourism Organisation. Without the collective efforts of many before and during our first year of incorporation, TNT would not be in the position to lead and inspire our industry and stakeholders to deliver upon our destination’s management plan.
Tourism Northern Tasmania Inc. ABN: 42 362 403 917 Suite 24, Level 1 Centreway Arcade, 17-19 Paterson St, Launceston, TAS 7250 Phone: +63 3 6380 6099 Email: admin@tnt.org.au www.tnt.org.au