annual business plan

TPMW Business Plan 2009/2010

Business Plan for

Tourism Partnership Mid Wales2009/2010

MARCH 2009

Datblygu a Hyrwyddo Twristiaeth yng Ngheredigion, Meirionnydd a PhowysDeveloping and Promoting Tourism in Ceredigion, Meirionnydd and Powys

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Contents-

1. Purpose of Business Plan1.1 A Vision for Mid Wales1.2 The Strategic Framework1.3 TPMW Business Plan

2. Operating Context2.1 Profile of Tourism Industry in Mid Wales2.2 Challenges and Opportunities2.3 Priorities and Targets

3. Action Plan3.2 Funding

4. Performance Measurement4.1 Framework for Delivery4.2 Performance Measurement

5. Communication Plan5.1 Internal Communications5.2 External Communications

Appendix 1 -– Performance Indicators

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TPMW Business Plan 2009-2010

1. Purpose of the Business Plan

1.1 A Vision for Mid Wales

“To develop a dynamic and competitive tourism industry for Mid Wales that fulfils it’s potential in contributing to the region’s economy and sustaining its communities, culture and environment”.

This Business Plan provides the framework for delivery for the wide range of activities undertaken by Tourism Partnership Mid Wales (TPMW) for the year 2009/2010. It identifies an Action Plan which will:

Build capacity and capability of the tourism industry in Mid Wales Further develop its competitiveness within the market place increase

the profitability of its businesses and contribution to the local economy Concentrate on areas where the region can gain competitive

advantage and provide the best opportunities for expansion and growth.

Support local communities Build on the natural strengths of the area

1.2 The Strategic Framework

The activities of TPMW are set within the context of the Welsh Assembly Government’s Strategic framework. The key documents include:

One Wales sets out a progressive agenda for the government of Wales over the current Assembly term, and aspires to transform Wales into a self-confident, prosperous, healthy nation and society, which is fair to all. It specifically states

“Tourism is vital to economic prosperity and job creation in many parts of Wales. Tourism should therefore be developed across Wales on a regional basis in order to make the most of local resources and assets.”

Wales: A Vibrant Economy, the economic development strategy of the Assembly Government, seeks to ensure that the economic development activities of the Welsh Assembly Government dovetail closely with its wider social, environmental, health and education agendas, both nationally and locally throughout Wales.

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The Wales Spatial Plan – People, Places, Futures is the consideration of what can and should happen where. It sets a strategic framework to guide future development and policy interventions.

Making the Connections: Delivering Beyond Boundaries sets out an action plan which seeks to change the way that public services work, built around the needs of citizens. The aim is to bring about a new era in the way public services work together as a team, responsive to citizens, focussed on meeting people’s needs and in driving up performance.

In addition TPMW has been charged by the Welsh Assembly Government that during 2009/10 Tourism Partnership Mid Wales will continue to firstly strengthen its relationships with the other key stakeholders involved in delivering improved services. In particular, this means:

o Supporting the implementation of the Wales Spatial Plan;o Supporting the delivery of local authorities' Community

Strategies and, where appropriate, to assist in the delivery of Voluntary Sector and Community Action Plans

o Working together with other RTP’s and Assembly Government regional offices to deliver policy priorities.

Secondly, contribute to the Welsh Assembly Government’s key economic development priorities and activities to increase employment; raise the quality of jobs; regenerate communities and stimulate economic growth; help businesses to grow and increase value-added per job and earnings; and ensure all economic programmes and policies support sustainable development.

Achieving Our Potential- The Welsh Assembly Government’s Tourism Strategy, sets out an agreed action plan to guide a co-ordinated response to the high level challenges which will face the tourism industry up to 2013. Five strategic priorities have been identified for tourism in Wales:

o To develop and communicate a distinctive brand for Waleso To raise the quality of the Tourism experience in Waleso To improve the accessibility of Wales as a destinationo To encourage higher skill levels in tourismo To develop effective collaboration within the industry

Mid Wales Regional Tourism Strategy – Naturally Different is aligned with Achieving Our Potential and identifies at a regional level a more specific policy framework and action plan for all private and

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public sector deliverers of tourism across the region which need to be delivered to achieve sustainable growth in tourism in the area.

It also set out distinct roles and responsibilities for TPMW which identify its function as an enabler rather than a provider of services.

Summarised below these roles form the foundation of its business planning:

Integrating the private and public sector agendas. To ensure growth and net inflow of tourist money rather than redistribution of existing benefits from tourism spend.

Advocacy and support for public sector financial support and private sector investment in the tourism industry. Engaging the private sector is a major challenge and much of TPMW’s work must be to co-ordinate and support an environment which will be the most fruitful for the private sector.

Industry leadership and brokering of partnerships between national agencies and regional and community groups, Local Authorities and the private sector, initiatives such as the HRD Framework are all critical to raising performance. This must take place at local, regional and national levels.

Direct financial support (for research, marketing and promotion, product development, HRD).

1.3 TPMW Business Plan

Working within this strategy framework the aims of TPMW Business Plan for 2009/10 are to:

Work towards the strategic priorities set out in the policy framework of WAG.

Build on the strategic imperatives identified in the National and Regional tourism strategies.

Utilise target markets and segments with the greatest potential growth and economic benefits and match these to the strengths of the area.

Ensure distinctive branding, marketing, development, and skills

development programmes continue to raise the quality of the tourism product and attract business.

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Continue to address the need to grow the value of tourism in Mid Wales

Further develop an integrated approach to tourism development and innovative marketing, including increasing on-line visibility for the region and its businesses.

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2 . Operating context

2.1 Profile of the Tourism Industry in Mid Wales

The Regional Tourism Strategy in 2003 surmised that the area was not performing well in terms of its tourism potential and acknowledged that innovative and challenging actions needed to be pursued if the region was to achieve the economic benefits from an industry for which the region is naturally suited.

Although considered a relatively small tourism region, the tourism industry in Mid Wales is significant in terms of its contribution to the local economy. Accurate figures are difficult to ascertain across such a rural region. However it is estimated that in 2007 the industry was worth approximately £800m and generated nearly 18,000 fte jobs*

About 85% of visitors who come to Mid Wales come on holiday which is a greater proportion of trips than trips to Wales as a whole. The region attracts 18.8% of all domestic and 6.5% of all overseas tourism to Wales. The traditional strong, seasonal /family orientated nature of the region’s tourism is reflected in the fact that 80% of UK revenue is generated by the caravan and self catering sector. The region has 114,800 bed spaces of which 100,985 are in the non serviced sector and 13,822 in serviced accommodation.

However, in terms of visitor’s length of stay, in 2007 over 43% came on short breaks of 1 to 3 nights, 26% stayed for between 4 and 7 nights and only 7% stayed more than 8 nights. This demonstrates the ongoing change in UK holiday market and is significant in focusing on the development priorities of the area moving forward. Although most trips are still made between July and September with August being the busiest month (19%), in 2007 both January to March and April to June saw a significant increase over 2006 (50% and 21% respectively).

Looking at the regions’ markets the majority of visitors, (accounting for 82% of trips), come from specific areas of the UK. In 2007 the West Midlands accounted for 35%, 16% came from the rest of Wales and 12% from the North West of England, other significant regions were the SW and SE.

Occupancy rates again have reflected the changes in holiday patterns. In 2000 the average occupancy for hotels was 34% and 27% for B and B, in 2007 this had risen to 53% and 33% respectively with increases during the shoulder seasons. Self catering occupancy in 2007 was 55% with a peak of nearly 90% achieved in high season, (NB: Most self catering accommodation is not available between November and March).

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The quality of the region’s accommodation has improved significantly over the last few years. In 2000 there were 782 graded properties in the region of which 548 (70%) were 3* and above; in 2008 this figure had risen to 949 with 879 (93%) 3* and above.

* - STEAM 2007 * - VW Mid Wales Regional Profile 2008

In terms of what the region has to offer the visitor the core feature of the tourism product in the Mid Wales region is the natural environment – mountains, lakes, countryside, coast and beaches.

There are a wide range of attractions, towns and facilities. It is estimated that there are over 315 attractions and activity centres. In the past it was generally considered that there was limited recognition nationally for places to visit but with the changes in holiday choice and considerable developments in the outdoor activity offer in the region particularly in cycling, walking and mountain biking together easier access to heritage and cultural experiences this is changing.

Joint public sector infrastructure projects have also made an impact. These range from larger regeneration schemes such as those in Cardigan, the Meirionnydd and Ceredigion Coast, mountain biking centres in Coed y Brenin and Nant yr Arian, a considerable increase in on and off road cycling provision, long distance footpaths such as Glyndŵr’s Way, and rights of way improvements across the whole region.

2.2 Challenges and Opportunities

The natural diversity of Mid Wales as a region poses a number of challenges and opportunities for the future development of tourism.

The tourism industry, as other economic sectors in the region, suffers from staff/skills shortages, and lack of employment opportunities. These issues are compounded by the diverse topographical and geographical nature of the area and a small population, this in turn impacts on the level of services and facilities, which are needed to attract and retain sustainable businesses and communities.

The challenge is to continue to identify and tailor appropriate support and growth to the characteristics of the businesses and communities - One shoe doesn’t fit all.

The growth in short break holidays based on activities, relaxation and culture provides the opportunity for the industry to capitalise on the natural assets and rich history of the region. Providing support in terms of capital investment and wider business support to enable high quality facilities to be developed to meet the needs of this market is always a challenge. Over the last two years there has been £1.5m of Capital investment into the region,

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generated by the Visit Wales section 4 scheme which has provided over 160 full time equivalent jobs. A revised programme of support has now been rolled out by Welsh Assembly Government and TPMW will have a key role in enabling the region to maximise the benefits available.

A further challenge therefore, is to further engage the private sector to meet the changing needs of the visitor, assist them to build a higher quality product and facilities but also take advantage of improved product packaging opportunities around this investment.

The variety of the coast, beaches, small family resorts and caravan parks still encourages the family holiday market. Although traditional main and additional long holiday markets are identified as being in decline, they are still central to the current business incomes of a considerable proportion of the region’s tourism businesses particularly in the caravan and self catering sectors. The Coastal Tourism Strategy has now provided a framework for future development.

Ways continually need to be identified to add value and increase spend from this sector. This will include encouraging activities and developments that extend the season; developing the food and retail offer and the quality of the attractions alongside an improvement in facilities and services.

There is predominance of small and micro businesses whose owners, through the very nature of their business and locality, face considerable barriers to growing their business physically, or developing the business skills of themselves or their staff. There are also a considerable number of lifestyle businesses whose owners, for a number of reasons, have no wish to develop their business.

The challenge is to build on the work undertaken through the implementation of the successful Medrwn programme and provide the ways and means for those businesses and employees who wish to develop and take advantage of new opportunities to be able to do so.

Despite the current economic climate there are new opportunities for business support and marketing. New ways of working are continually being developed; there is greater emphasis on integrated programmes that meet a range of national priorities and an increased emphasis on regional delivery of programmes in line with the Spatial Plan and a more streamlined public service delivery. Delivery of EU structural funds will also impact on the way development and support programmes are developed.

Through its business plan and partnership working TPMW will seek to identify and maximise the benefits that tourism can bring to the region through the emerging programmes and opportunities.

2.3 Priorities and Targets of 25


The key target markets which offer growth potential to Wales are very much in line with the offer this region can provide The Regional Tourism Strategy and subsequent research endorses the existing focus and provides more specific targets. The following product marketing matrix summarises the regional priorities and links them to the identified key priority markets for the region.

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Holid

ay

Choic

eTa

rget

Families AffluentRetired

AffluentEmptyNester

Risers(Youngactivityseekers)

WalesCou

ntr

y

Mid WalesRegio

nal

Coastand

Seaside

NaturalHeritageCountryside

Cultureand

CulturalHeritage

ActivityThem

es

Serviced,Self-catering

Accommodation

Attractions

Related Activities

Farm stay,Self catering,

ServicedAccommodation

Attractions

Related Activities

People & Places

Festivals& Events

Attractions

Built Heritage

Local Food

Leisure Activities

and

Extreme Activities

Groups(Retired,

Empty Nesters& Risers)

Long stay - Additional Holiday - Shortbreaks - Day Visits

IconicBrands

National Parks

Brecon Beacons

Snowdonia

Ceredigion/Cardigan Bay

Groups(Retired,

Empty Nesters& Risers)

Pro

duct

sM

ark

et


* - Mid Wales Regional Strategy – Naturally Different

The regional priority will therefore be to focus on:

Activities within these priority markets that continue to be linked to the existing programmes being undertaken and developed by Marketing Areas and Visit Wales within their national marketing and product development programmes.

The region, as a whole, must develop an offer that is fit for purpose and will provide the best returns on investment. The Regional Tourism Strategy advocates that, in addition to coordinating and adding value to marketing activity, the other two keystones in the work of TPMW must be to:

Take a leading role in the coordination of product development across the region

Develop and implement a framework through which the development of skills and support for businesses can take place to meet the specific needs and characteristics of the tourism industry across the region.

The following Action Plan details the priority activities which TPMW will take forward within the coming year to ensure it plays a significant and effective role in driving forward the growth of the tourism industry in Mid Wales.

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3.1 Action PlanRef OW Activity Area

Budget Allocatio

nActions

Mechanism/ Partners

Outcomes and Indicators

Distinctive Branding

Brand Development £0k

Drive forward the integration and use of the Wales and Mid Wales brand value

Develop distinctive regional destinations using iconic and unique imagery/products

TPMW

JTAG

Evidence of buy in by public and private sector

Evidence of consumer satisfaction

Regional Marketing

£70k

Support existing Marketing Area activity and reinforce and add value to VW “Champion” activity areas.

Drive forward product packages initiatives based on sectoral and geographical clusters and groups linked to regional priorities ie; Activities, Heritage and Culture, Food, Eco / Green tourism

Co-ordinate targeted product based / off season marketing activities

Implement the recommendations of Virtual Mid Wales Scoping StudySupport the Marketing or regional and local product information in multi use formats

Support JMS Schemes linked to business cluster development

Link to the above to better integrate product development and training opportunities.

TPMW/ Visit Wales

JTAG / MA

Funding Contract Medrwn

Evidence of support Undertake Champoin role

10 Public Sector Partners

Support for 6 Clusters

Greater Regional Income from Business / Groups

PR /Corporate Communication

£15k

Provide support, facilitation and regional stories for WAG national activity with national and overseas media.

Undertake Press/PR and facilitation within regional press networks

Support fam visits/individual incoming tour operatorsMaintain and further development corporate Web Site Produce newsletters to all stakeholders and known tourism businesses within the region.

TPMW

FundingContract

Work with 10+ Private Sector Partners

10 Public Sector Partners Media Reach - Output???

Develop website hits to Av 2000 a month

Target 4000 businesses Achieve 10 press stories via

corporate PR

Event Support £25k Participate on the development of a National Events Action plan.

Work with other RTPs and VW Generate ?? via events

supported

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Continue to implement support scheme for regional events linking financial support for marketing to training

Support the further development and use of an online regional events database

Support regional presence at an appropriate range of exhibitions linked to regional product priorities

Existing Funding Contract

Develop Online Events Database 400-600 events

Regional presence at 4 key events, 25+ key partners,

increase leverage from Private Sector

Overseas £0Support VW and MA partners/TRAMOR TPMW Increase in overseas visitors to

the region

TOTAL £110,000

Higher Quality

Investment £0

Support and reinforce VW activities to promote the participation in grading.

Provide advice and guidance on SIF applications.

Work with VW, WAG and other partners to target capital investment to priority areas and products - Focus linked to national / regional development areas and priority products

VW, TPMW, LA’s, SIF Team

Increase in capital investment into the region

IQM / Business Cluster Development

£80k

Support and drive forward the integrated development for tourism utilising the principles of IQM. Work in partnership with national regional and local stakeholders to streamline resources and funding.

Link support with business clustering, training and development and regeneration programmes

Provide match funding for up to 5 Tourist Associations / Clusters pan region to support better networking and

RDP / EU

LA’s, WAG, TA’s, Private Sector

Community Organisations

Continue IQM programmes ( inc appropriate surveys) 3-4 targeted areas

. Develop sustainable IQM programmes

Engage 150+ Private Sector Partners

Regional Intelligence

£26k Provide pump priming/support funding for strategic, feasibility and product development studies to further develop the regional product offer

Undertake partnership working to support evaluation studies at a regional and project level

Work regionally and within the Pan Wales Research Group to coordinate customer/ visitor/trade surveys across the region

WAG / LA’s

WRG

2+ Studies Establish template on-line Visitor

Survey Support 2-3 partners to

implement visitor surveys in 2009/10

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Regional support for STEAM disaggregation and development

Maintain and develop regional Trade /business/ sectoral / GTO databases

Coordinate regional tourism research data in line with regional tourism strategy

Regional STEAM figures Support for database

development 1800-2000 businesses inc Inc e-mail details for 60%+ of

database Increased level of current data

TOTAL £106,000

Easier Access

ICT & E Marketing Development

£10k

Support and co-ordinate programme for regional web development and E Marketing linked to VisitWales.com

Implementation of recommendations of the scoping study for “Virtual Mid Wales” to further develop the Regional IT strategy

Undertake Partnership working on development of opportunities for links with EU structural funds and development of ICT

Support and provide access to training programme for SMEs linked to National development, the implementation of Virtual Mid Wales Action Plan

JTAG

TPMW / JTAG

MEDRWN

Support 2-3 relevant new directory website portals:

Supporting 50+ Private Sector Partners

Support via IT training for 30-50 companies

Development of appropriate regional DMS

Regional development of digital marketing programme

Tourism Information / Interpretation Initiatives

£20k

Partnership working to evolve the nature and provision of visitor information i.e development of and access to online information within and outwith the TIC network

Match funding support for tourist information and interpretation to raise the quality of tourism product.

Funding Support

Funding Support

Initiatives inc RDP and EU funded projects

Impact on 10-15 Community Groups

Transport £10k

Integrate public transport initiatives into product / marketing activity into the wider agenda of sustainable tourism

Provide tourism input and partnership support for Heart

TPMW Partnership Funding

Improved integration of public transport and tourism marketing information

Increase in visitors using public transport

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of Wales and Cambrian Coastline rail partnerships. Link to national activity, including tourism focussed bus initiatives

TOTAL £40,000

Better Skills

Business Development and Skills Support

£56k

Co-ordinate and facilitate an integrated programme of business support and training for tourism related businesses at a regional level to assist business competitiveness identified in AOP and the Regional Tourism Strategy. Linked to;

National and Regional priorities Raising Quality Local knowledge and Sense of Place ICT and E Commerce skills

Ensure that all activity supports and adds value to Other areas of TPMW Business Plan

MEDRWN / WAG/ TTFW/ PartnershipWorking

No of courses Partners

Beneficiaries etc

TOTAL £56,000

Stronger PartnershipsNational & Regional

£20k Undertake regional representation at national and international level

Undertake a tourism advocacy role and partner participation in regional fora and partnerships, to promote tourism's economic and wider socio-culture benefits key to the objectives of National and Regional Strategy. This includes; Leading on the Regional Joint Tourism Advisory

Group Regional/national EU Structural Funds development

Groups LA & EU Regeneration Partnerships Community

Strategies and Local Partnership Boards Engage with VW/WAG Task and Finish Groups as

required and support agreed recommendations

TPMW / PartnershipWorking

Partnership working and representation at strategic and regional level

Engage with 150+ Private Sector

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Facilitation of trade and strategy focused events including Regional Roadshows

Facilitate the co-ordination and support for the integrated delivery of national and regional priority development programmes In particular: Destination Management and Marketing Review Spatial Plan including: inc leading on the

implementation and integration of the Inland Tourism strategy

Coastal Tourism Strategy, , Cambrian Mountains Brecon, Aberystwyth and Severn Valley regeneration plans

Emerging strategies for Culture and Sustainable Tourism

Demonstrated participation in achieving Increased investment and development through an integrated Regional Strategy Framework

TOTAL £20,000

Operations

Administration

£168k

Meet the requirements of the Funding Agreement with WAG

Manage the running and operational delivery programme of TPMW in a competent and cost effective manner within Company Law and the terms of TPMW Memorandum and Articles of Association.

Provide the administration and financial support for delivery of the Business Plan.

Manage and administer Board and Partner meetings

Compliance with WAG funding agreement

Adhere to company Mems and Arts and WAG monitoring req

Maintain costs within budget and meet agreed targets for delivery requirements

Procurement and contract policies adhered to

Achieve a satisfactory annual external audit

Hold a minimum of 6 Board meetings a year. Arrange Management and 2 other task and finish workgroups

TOTAL £168,000

TOTAL CORE BUDGET £500,000

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3.1 Action Plan

3.2. FundingThe role of TPMW is to work across a range of activities within partnerships with both the public and private sector. Its core funding is therefore supplemented and supported by partner funds particularly in relation to work undertaken within wider funding programmes. Continuation of contracts and support funding from 2008/09 will provide additional funding to specific project

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4. Performance Measurement

4.1 Framework for Delivery

TPMW functions within the framework of the National Tourism Strategy and the priorities and targets of the Visit Wales set by the WAG. It also has to be cognisant of the strategic priorities of its partners. The impact of the work of TPMW needs to be considered within these parameters.

4.2 Performance Measurement

Measuring the performance of the Tourism Partnership Mid Wales is problematic in that the impact of its activities is integral to the work of others there are therefore a suite of indicators that together provide a framework for the evaluation of its performance and effectiveness:

TPMW operates within a framework of Performance Indicators as defined by Visit Wales as part of its Funding Agreement (Appendix 1) and the activities of the Partnership identified in its business plan are evaluated annually against these criteria.

The Regional Strategy identifies a range of monitoring and evaluation programmes. Additional regional tracking and visitor surveys are being planned with partners currently used to evaluate and monitor regional growth.

The integrated role of TPMW is defined in the Regional Tourism Strategy as set out below and this highlights the difficulty in isolating the impact of TPMW activities.

“While the Regional Tourism Partnership is ideally positioned to be the catalyst for tourism growth, it will only be effective if there is buy-in at every level. The tourism partners have all supported the Naturally Different Tourism Strategy but the challenge now is one of developing an effective process to deliver results.

The role of TPMW must include: Integrating the private and public sector agendas. The region does have to

back winning propositions in markets that can draw net inflows of tourist money, rather than simply distributing the benefits of existing levels of tourism more widely in the economy. Growth is the precursor to wider distribution of benefits.

Advocacy and support for public sector financial support and private sector investment in the tourism industry. Engaging the private sector is a major challenge and much of TPMW’s work must be to co-ordinate physical grant money and support an environment which will be the most fruitful for the private sector.

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Industry leadership and brokering of partnerships between national agencies and regional and community groups. Local Authorities and the private sector, initiatives such as the HRD Framework, are all critical to raising performance and this must take place at local, regional and national levels.

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Direct financial support (for research, marketing and promotion, product development, HRD).”

The Visit Wales Remit letter in 2008 committed TPMW to deliver the targets outlined in schedule 1 of that agreement

A new set of performance indicators for 2008/09 based on stakeholder analysis are currently being developed with Visit Wales.

5. Communication plan

The implementation of effective communication both within the partnership and with external audiences is crucial to the success of any organisation or partnership. As a coordinating body TPMW’s success depends on the integrated action of others and shared visions and actions. The only way to achieve this is through the development of robust, effective and flexible communication channels. The implications on limited staff resources will always be a major consideration and the use of the most appropriate mechanism or media will be a constant challenge.

Considerable development has already taken place to achieve a comprehensive communication network to accommodate internal and external communication needs.

A joint office with other outreach offices of VW/ WAG provides a tourism business support centre in Machynlleth. It provides good meeting and video conferencing facilities.

Co-working with the WAG Business Analysts, Business Quality and Competitiveness Teams.

A corporate interactive web site linked to Visit Wales and partners’ websites.

An industry database has been developed as well as a database detailing tourism associations and groups. Regular communication and electronic newsletters/ information sheets are produced and distributed to individual businesses and groups.

The Visit Wales Trade Talk news sheet is also used as a vehicle to communicate with tourism businesses on a monthly basis.

The nature of function of TPMW within such a large geographical area means considerable reliance on electronic media and the development of reliable networks will continue to be a prime consideration.

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5. Communication plan

The implementation of effective communication both within the partnership and with external audiences is crucial to the success of any organisation or partnership. As a coordinating body TPMW’s success depends on the integrated action of others and shared visions and actions. The only way to achieve this is through the development of robust, effective and flexible communication channels. The implications on limited staff resources will always be a major consideration and the use of the most appropriate mechanism or media will be a constant challenge.

Considerable development has already taken place to achieve a comprehensive communication network to accommodate internal and external communication needs.

A corporate interactive web site linked to Visit Wales and partners’ websites.

An industry database has been developed as well as a database detailing tourism associations and groups. Regular communication and electronic newsletters/ information sheets are produced and distributed to individual businesses and groups.

The nature of function of TPMW within such a large geographical area means considerable reliance on electronic media and the development of reliable networks will continue to be a prime consideration.

5.1 Internal Communication

The main basis of communication within the Partnership will continue to be two fold. Firstly through scheduled meetings of the TPMW Board, 4 Board meetings, Monthly Management meetings and other group meetings as needed; the Joint Tourism Advisory Group and appropriate working groups; Secondly communication with with individuals via electronic media wherever practicable. A closed area of the corporate website has been developed for closer working and information sharing with Directors.

The transmission of documents, papers and agendas etc is electronic wherever possible and hard copies only sent where a partner is unable to receive email or the item is not available in electronic form. Video conferencing and email is used wherever possible to make effective use of staff, partner time and resources.

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5.2 External Communication

The following formal communication channels with external stakeholders are operating currently:

Central Wales Spatial Plan RSD is a member of the CW Officials Group of WSP and leads on tourism issues and associated groups.

Central Wales Economic Forum - RSD sits on the Forum. TPMW is the lead body for tourism within the region and is lead officer for the Joint Tourism Advisory Group. At present this group includes representatives of all Local Authorities, Snowdonia and Brecon Beacons National Parks, FUW, FE and HE institutions, CCW, and the Voluntary sector. The Welsh Assembly Government has observer status.

Visit Wales – RSD attends Executive Meetings (senior officers). Quarterly meetings are held between senior Visit Wales staff and the 4 RSDs. TPMW is also represented on the Visit Wales Prydain and Tramor working groups.

Linkages with other RTPs – the 4 RSDs meet together on a regular basis to exchange information and pass on best practice.

At a national TPMW represents the RTPS and regional tourism interests on a number of VW led working groups and Task and Finish Groups. Within the region representation includes Regeneration partnerships, the Ceredigion Partnership Management Board, a number of RDP assessment panels in Powys and Sustainable Community Grants panels for Powys County Council and Brecon Beacons National Park Authority.

Formal and direct links have been established between the partnership and the following key stakeholders.

Tourism Training Forum for Wales Welsh Local Government

Association WAG, various divisions Wales Tourism Alliance Sectoral Trade Associations,

(WAVA, WASCO, BHA, LVA etc.) via WTA

Mid Wales Tourism

Local Tourist Associations Heritage bodies (Cadw, NMGW) CCW, ACW, Sports Council etc. National Assembly for Wales

These links include, as appropriate, representation, item on agenda, copying in of minutes and/or bilateral meetings. Representation at national and regional level, where appropriate, is achieved in liaison with the RSDs of other regions.

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Each partner has connections with one or more of the above organisations and full use is made of those personal networks with individuals taking on recognised liaison roles.

Contact with a wider circle of stakeholders within and outside the region is also considered appropriate. These include:

All tourism and visitor related businesses in the region Business organisations e.g. Chambers of Trade, CBI, FSB etc. Elected members of local, Welsh and UK Government and European

Parliament Suppliers to the industry Higher and Further Education Professional Bodies e.g. Tourism Society, ILAM Other tourism bodies Visitors Host communities

The use of press and media as a communication channel is undertaken via a PR company to assist in the continued development and implementation of a corporate PR strategy. The further development and use of the interactive corporate web site will also continue to be developed.

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Appendix 1 - Performance Indicators ( 2009/2010)- to be amended following further discussions with VW

Regional Tourism Partnerships – Key Performance Indicators1. Business Plan outputs Aggregate performance in achieving

the output target values defined in RTP annual business plans (this will require measurement tools such as tracking/conversion studies and ROI calculations);

2. Leverage Aggregate value of partner contributions (agreement will need to be reached on eligibility – possibly defined as partner funding which would not have been generated without RTP involvement);

3. Inclusive trade involvement

Ability to engage with inclusive constituency of trade interests (through support of tourism associations/marketing areas);

4. Business plan priorities

Ability to focus on the effective delivery of the key funded activities identified in RTP annual business plans;

5. Funding Agreement Ability to adhere to the undertakings and targets as contained in the annual Funding Agreement;

6. Organisational Efficiency

Ability to operate effective internal governance arrangements – integrity, probity, efficiency;

7. Joint working with VISITWALES

Ability to work and communicate effectively with VISITWALES at all levels;

8. Tourism Growth Areas Performance in undertaking designated reporting, monitoring and attendance role;

9. Section 4 Performance in undertaking designated role for projects up to £100,000 grant support;

10.

Regional Strategy Ability to maintain a relevant and up-to-date regional strategic framework

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through review and monitoring;11.

Joint Marketing Performance in undertaking designated role for regional joint marketing schemes.

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annual business plan

Documents