YHA Business Plan
|
|
- Jordan Peters
- 6 years ago
- Views:
Transcription
1 YHA Business Plan Reaching out and enhancing the lives of all young people YHA England & Wales is a member of Hostelling International Call
2 Welcome to the YHA Business Plan for Developing talented people and Achieving a financially sustainable network Processes YHA is aiming to reach out and enhance the lives of all young people C o m m u nic atio n s Putting the customer first in everything we do Reaching more people through experiences & partnerships Our vision is to reach out and enhance the lives of all young people. We have set out four strategic themes to help us achieve this vision over the next three years and these are: Developing talented people and Putting the customer first in everything we do Reaching more people through experiences and partnerships Achieving a financially sustainable network. This three year plan presents exciting and challenging opportunities to make the special and unique YHA experience relevant for today s young people as well as an organisation that is strong and secure for the future. Every one of us has a part to play in ensuring we deliver this vision. 2 3
3 Vision, mission and values What we do today YHA is aiming to reach out and enhance the lives of all young people. To move towards this vision, over the next three years, we aspire to double the number of young people who benefit from the YHA experience. YHA s mission is To inspire all, especially young people, to broaden their horizons, gaining knowledge and independence through new experiences of adventure and discovery. Values YHA is built upon strong foundations. Our values and the way we behave are critical to the continued growth and success of YHA and we all play a part in ensuring these values and behaviours are right at the heart of what we do. The values are: Sustainability We contribute to the care of the environment. Passion We are positive and enthusiastic in our approach. Innovation We are creative in improving what we do. Responsibility We take ownership for everything we do. Inclusivity We encourage diversity and welcome people from all communities. Trust We deliver on our promises and are open and honest. YHA is open to all so anyone can stay with YHA. YHA provides more than accommodation. YHA creates safe, healthy, fun and active experiences, for mainly young people, leading to: Growth in learning, skills, and selfdevelopment. Engagement with diverse people and communities. Reaching out to everyone YHA is open to all and we are proud of our work with young disadvantaged people, giving them opportunities they wouldn t otherwise have. YHA is for everyone and we work hard to ensure the whole community can engage with us. We engage with many partners to deliver our vision and strategic plan. We are good citizens and follow best practice for environmental sustainability. Exploration of wider horizons of culture and location. We encourage education and opportunities for everyone to learn and develop. For young people, just having to make their own bed, find or arrange their meals, and to take responsibility for themselves, increases confidence, self-reliance and Encouraging a spirit of adventure We help people of all ages to discover the world around us. We enhance learning, skills development and personal growth especially for young people. We are forward looking in our desire to provide new and inspiring experiences for our customers. Through innovation, we evolve continuously to meet the challenges of today and of the future. A tradition of sociability We have a long tradition of inclusiveness and sociability. We are part of a worldwide community of hostelling, accessible to people of all nations and cultures. Our network of hostels is diverse; many are located in exceptional places. Our hostel staff are knowledgeable, welcoming and non-judgemental. They create an environment which is safe, comfortable and reliable. Our customers trust us to deliver this. personal growth. This experience sets YHA apart from other organisations and providers and is summarised in the table below. Our experience sets us apart We are a unique organisation with a strong heritage, supported by loyal stakeholders. The YHA experience sets us apart; we will ensure that it retains relevance to our society. We invest in our people, both employees and volunteers. We ensure that our products and services are affordable and accessible. We have strong beliefs and a passion for what we do. This is the SPIRIT of YHA. 4 5
4 The strategic themes There are four key strategic themes which we will focus on over the next three years to 2014 Developing talented people and Our People are the ones who enhance the lives of young people. We will continue to develop the skills and abilities of all our people. Reward, recognition and open communication are all key elements for engaged and motivated. People will be aware of their roles and responsibilities in delivering the strategy and the difference they make on a daily basis. s. This is how we enhance the lives of young people. The more funds we attract into YHA and the lower our costs, the more that we can do to reach out and enhance the lives of young people. We want to invest in a diverse inspiring network that meets customer needs where guests will want to stay today and in the future. Developing talented people and Achieving a financially sustainable network Processes YHA is aiming to reach out and enhance the lives of all young people C o m m u nic atio n s Putting the customer first in everything we do Reaching more people through experiences & partnerships This is why people want to stay with us. We will continue to deliver outstanding service to all our customers, internally and externally. We have to be always listening and hearing what our customers are saying, so that we are developing our services for them and bringing our vision to life for them. This is what enhances the lives of young people. We offer more than just a bed; we offer an experience leading to growth, engagement and exploration, particularly for young people. We will build mutually beneficial partnerships to help us engage more young people, reach more communities, and deliver more experiences. Developing talented people and Achieving a financially sustainable network By 2014 we will be an outstanding organisation that people want to work for Delivery of a position in the Times Top 100 Best Companies to work for Reducing permanent employee turnover from 25% to 16%. Processes YHA is aiming to reach out and enhance the lives of all young people C o m m u nic atio n s Putting the customer first in everything we do Reaching more people through experiences & partnerships By 2014 we will develop all our employees and volunteers to achieve their full potential for YHA Achieving Investors in People Gold Increasing the average number of training days per employee to 5 per annum Achieving Investors in Volunteers accreditation Increasing the number of active volunteers from 700 to 1,500 per annum Increasing the number of recorded volunteering hours from 95,000 to 140,000. We will continue to develop the skills and abilities of all our people. Reward, recognition and open communication are all key elements for engaged and motivated. People will be aware of their roles and responsibilities in delivering the strategy and the difference they make on a daily basis. Our people are the ones who enhance the lives of young people. By 2014 we will engage young people in decisions about the services we provide Increase the numbers of youth membership from 13,500 to 27,000 Launch a Youth Council in Year
5 By 2014 we will be an outstanding organisation that people want to work for By 2014 we will develop all our employees and volunteers to achieve their full potential for YHA Develop the employee survey strategy Over the next three years we will continue to build upon the feedback of all our people from our annual employee survey. Detailed actions and commitments will be agreed within all our and our progress against these actions will be measured and communicated on a regular basis. Sector leading employee benefits programme We want to ensure we have talented people and who are being rewarded for their loyalty and commitment. We will develop a relevant employee benefits package for all employees which will enhance our status as an employer of choice in this competitive environment. Develop an outstanding leadership team things which makes YHA so special. Our volunteers are critical in ensuring we deliver financial sustainability. The volunteering strategy is focused on increasing the number of volunteers and enhancing the volunteer journey. This will be delivered through increasing the range and quality of volunteer opportunities available and recruiting and engaging new volunteers. We will continue our focus in improving the leadership skills and behaviours of managers to ensure everyone is aware of their role in delivering success within YHA. Volunteering strategy The support and dedication of our volunteers is one of the Launch of an employee and volunteer recognition programme Listening, communicating and obtaining feedback from our employees and volunteers through people forums. Continued delivery of a relevant training calendar accessible to all employees and volunteers Supporting internal promotions through the launch of management succession planning across the network Enhancing performance through 360-degree feedback for all senior managers. 8 9
6 By 2014 we will engage young people in decisions about the services we provide Communicating our message to all, but especially young people Communication and consultation with young people is critical if we want to continue to be relevant to all young people. We want to ensure hostels, products and services are attractive to and appropriate for young people by ensuring we capture young people s feedback after experiencing YHA. We intend to communicate directly with young people through improvements in social networking, use of third party websites, promotion at key events and through local networks. Engaging with young people We will increase the number of young people joining YHA as members and volunteering for us. Membership should have value to all young people and youth groups tailored to different age groups. We will nurture our relationship with young members to build commitment and loyalty, carving a role for YHA in a young persons life. Young people shaping YHA s services This is how young people directly contribute towards the direction and shape of YHA s services. We intend that young people will inform decision making through mechanisms such as a youth council and through attendance at the All Party Parliamentary Group. We will embed youth participation as business as usual by developing youth engagement plans for each directorate to 2014 Putting the customer first in everything we do Developing talented people and Achieving a financially sustainable network Processes YHA is aiming to reach out and enhance the lives of all young people C o m m u nic atio n s Putting the customer first in everything we do Reaching more people through experiences & partnerships We will continue to deliver outstanding service to all our customers, internally and externally. We have to be always listening and hearing what our customers are saying, so that we are developing our services for them and bringing our vision to life for them. This is why people want to stay with us. By 2014 we will achieve growth in overnights Target: 20% growth in overnights of which 75% comes from under 26 year olds. By 2014 the customer will be everyone s responsibility and at the heart of what we do Increase in average customer satisfaction scores from 85% to 88% Increase in membership renewals from 52% to 62% By 2014 customers will be advocates of YHA Target: Net promoter score grows from 56% to 65%
7 By 2014 we will achieve growth in overnights Customer relationship management Integration of our customer information systems and databases will give a single view of the guests and members, leading to better understanding of their needs and wants. New website The new website will go live in 2011 including changes to booking processes and more online availability. A search engine optimisation programme will ensure that the YHA website appears higher in the search results for key terms. Rebranding and PR All marketing will be developed with the new branding. We will incorporate the new branding into hostel developments and National Office. With the rebranding we will also undertake PR activity to increase awareness of the new face of YHA through competitions for members and guests including groups. Hostelling International As a member of Hostelling International we have access to a strong support network and wealth of hostelling experience. We intend to develop our working relationship with Hostelling International, working on new products together for the international market to increase occupancy levels at hostels. Hostel managers will be supported in liaising with Hostelling International on behalf of the network and driving business through the sharing of best practice. By 2014 the customer will be everyone s responsibility and at the heart of what we do Values based customer service programme To ensure all our people understand the importance of putting our customers at the heart of what we do, we will run a customer service programme focussing on the principle that nothing is too much trouble. This programme will be available to all and will encompass the SPIRIT values. Delivery of Ideal Operating Model This project aims to establish a defined working framework in which hostels can operate with a hostel banding structure allowing different staffing resources at different sized hostels within our network. We intend to provide clarity for the customer by meeting their expectations and by providing operational efficiency so each hostel has the right level of staffing resource and skills to deliver excellent levels of service to all. Loyalty programme In 2011 a loyalty scheme will be launched to give back to those loyal members so crucial to the organisation both now and in the future. The loyalty programme will be used to attract more members and increase the perceived value of membership. We also want to use this programme to target and help members of limited means. Using social media to communicate and engage with more young people Development of an outbound sales team Launch of e-memberships. Launch of a back to the floor programme encouraging all National Office employees to spend a minimum of 2 days per year working within the network Increased number of hostels achieving Hostelling International Quality standards Further enhancement of Safety, Health, Environment and Quality standards, including Safeguarding
8 By 2014 customers will be advocates of YHA Developing customer feedback to inform our product We will use the Customer Satisfaction Index to measure how well we are meeting our customers expectations in all the areas that are important to them. Customer feedback will be extended to include all customer types including groups, trade and especially young people. We intend for our customers to understand how they can shape YHA standards and hostel design, creating an outstanding inspiring product. We will continue to use the important insights provided by hostel inspections by reporting on quality of standards, cleanliness and customer service. Members as ambassadors We will recruit and support members and guests who are able to promote YHA through the media and we will have in place a programme of events to engage with members. We will work with affiliate groups so that they are able to be a key group for supporters for YHA. Engaging members We recognise that members want different relationships with YHA. Some want to stay with us and have a great experience, some want to be closer to YHA receiving news and information about YHA. Others want a closer relationship potentially leading to more members becoming involved in governance to 2014 Reaching more people through experiences and partnerships Developing talented people and Achieving a financially sustainable network Processes YHA is aiming to reach out and enhance the lives of all young people C o m m u nic atio n s Putting the customer first in everything we do Reaching more people through experiences & partnerships We offer more than just a bed; we offer an experience leading to growth, engagement and exploration, particularly for young people. We will build mutually beneficial partnerships to help us engage more young people, reach more communities, and deliver more experiences. This is what enhances the lives of young people. We will continue to develop a strong and consistent food and beverage offering and cafes open to the public wherever possible We will increase the numbers of members involved in governance. By 2014 we will provide great experiences and be the first choice for group leaders Increase group revenues booked centrally from 1.2 million to 1.8 million. Increase travel trade revenues from 2 million to 2.6 million. Increase revenues booked through third party internet partners from 4.3 million to 5 million. By 2014 we will have a strong network of strategic and community partnerships Opening of 5 new hostels Growing the number of All Party Parliamentary Group members from 39 to 100. By 2014 we will reach out to more young people 100% increase in the number of young people benefiting from a Breaks 4 Kids grant Measuring the number of young people under 26 who experience YHA Reaching out and enhancing the lives of one million young people
9 By 2014 we will provide great experiences and be the first choice for group leaders Delivery of a Groups Retention Strategy Groups return to hostels year after year because they have an inspiring experience. To retain educational and non-educational groups to YHA we intend to improve the whole customer journey for groups. This will include improvements in the booking process, moving to an account management way of working, and streamlined terms and conditions. Group Acquisition Strategy We will re-engage with lapsed group members, with strong promotions to influence a return to YHA, including free memberships to groups who work with young people. The Travel Trade team will continue to grow their annual revenue over the next 3 years through finding new agents to partner with and awarding variable trade discounts based on the agent meeting growth targets. A Travel Trade e-newsletter will also be developed. Product development YHA will continue to expand it s range of products in the following three categories: Education development of packages for secondary and higher education groups and PGCE students. Activity continuation of summer camps, National Citizenship, family short break packages and development of foreign language packages Sole use Escape to, conference, events We will continue to ensure that our group products and services represent our values of inclusivity and are accessible and affordable to all. Product development will have a specific focus on evaluation of experiences provided. YHA will be able to measure its impact on young people against national targets relating to wellbeing, health, social and educational targets. Expansion of Learn 4 Real to 25 sites We intend to raise YHA s profile as a provider of learning and development opportunities for young people. Our Learn 4 Real product provides high quality, affordable school trip packages to support teachers needs to meet the demands of the national curriculum. We enhance the personal development of young people by promoting and delivering learning outside of the classroom. We aim to expand Learn 4 Real to 25 sites in the network, achieving Learning Outside the Classroom accreditation at all sites. By 2014 we will have a strong network of strategic and community partnerships Affiliation strategy Our Enterprise hostels allow us to extend the reach of YHA, delivering more inspiring experiences for young people. We will review our approach to the current Enterprise operation and consider alternative affiliate models. Engaging with Government and statutory agencies YHA enjoys good support from MPs particularly through the All Party Parliamentary Youth Hostelling Group. We will identify and recruit new members to this group through engagement with YHA programmes and interaction with local constituency Youth Hostels. We intend to build up our portfolio of key contacts in the Civil Service in the Department for Education and the Department for Culture, Media and Sport. We will be the come to organisation for Government and statutory agencies. Forming a network of commercial partners Working with commercial partners provides access to reciprocal marketing and fundraising support. We intend to identify and develop key fundraising partners to deliver against specific projects. New model for sustainable YHA activity camps piloted in summer 2011 National database of activity providers available on the intranet for hostels to extend the experiences they offer. Opening of new hostels with support from our partners providing inspiring experiences for all our customers Hostels supported in developing closer links to the local community in which they operate; offering experiences and support to local groups Integrating the Mosaic project across YHA Partnerships database to assist localised and national mapping of all partners
10 By 2014 we will reach out to more young people Re-vitalise Breaks 4 Kids Our YHA bursary fund Breaks 4 Kids helps to set us apart from other organisations. We value inclusivity and diversity; we don t want any young people to be excluded from our educational experiences through a lack of money. We will re-launch Breaks 4 Kids to make it more dynamic to both internal stakeholders and potential fundraisers. The Scheme will be extended from school groups to children of families of limited means. We will work in partnership with young carers, cancer rehabilitation charities and young offenders to be the accommodation provider of choice. We will increase our fundraising through corporate donations, digital marketing campaigns, dedicated community events programmes and partnerships with grant making trusts. Partnerships with third sector partners Building mutually beneficial partnerships will ensure the YHA experience is available to more young people. Working with third sector partners with shared objectives, including educational services providers, will support funding applications and increase our skill base to 2014 Achieving a financially sustainable network Developing talented people and Achieving a financially sustainable network Processes YHA is aiming to reach out and enhance the lives of all young people C o m m u nic atio n s Putting the customer first in everything we do Reaching more people through experiences & partnerships The more funds we attract into YHA and the lower our costs, the more that we can do to reach out and enhance the lives of young people. We want to invest in a diverse inspiring network that meets customer needs where guests will want to stay today and in the future. This is how we enhance the lives of young people. Continuing to work in partnership with the Ministry of Defence and the Armed Services to provide activity breaks for bereaved service families Continuing to attract statutory funding for young peoples programmes such as the National Citizen Service Focusing on young people Not in Education, Employment or Training (NEET) to provide them with the skills and confidence to move on with their lives By 2014 we will develop a network that meets customer needs 75% of the network will be invested in We will have plans on all hostels futures By 2014 we will continue to achieve financial targets giving us choices of how and where we spend our money Target: Achieving financial targets in 10 year cash flow. By 2014 we will have embedded effective planning and performance throughout the organisation Business wide plans delivering the strategic objective 7% reduction in energy usage 30 hostels supported in gaining Eco- Label accreditation
11 By 2014 we will develop a network that meets customer needs Delivery of the Capital Strategy Over the years we have not had enough funds to invest in our hostels. This has resulted in a backlog of investment in the region of 90million simply to keep the services and facilities running and to match the expectations of our guests. To address this backlog, our capital strategy will show an investment of around 40m over the next 5 years. This is in addition to the 12 million we have already invested in Pathfinder and Phase 1 projects. We want a network of diverse hostels of different sizes, able to provide consistently high standards that deliver great customer experiences and can enhance the lives of young people. This means the size of the network will have to reduce as there are some hostels where the level of investment required will never give YHA a return and the disposal of these hostels will allow us to invest in others. This strategy was approved by the Board in Transferring Business We will continue to provide great customer service to all our guests even when hostels have to close. Hostels will be supported in working together to transfer business to the nearest most appropriate hostel in the area to ensure we can continue to provide an inspiring experience for our customers. Design Standards YHA will continue to develop and refine our design standards to ensure they are aligned to our customers expectations. In doing so we will seek customer feedback, specifically from young people. YHA s unique selling point is the provision of large social areas where our customers can informally relax and interact with each other. Our excellent supporting services and facilities including self-catering kitchens, drying rooms and cycle sheds help our customers enjoy the YHA Experience. By 2014 we will continue to achieve financial targets giving us choices of how and where we spend our money Appropriate structures for a sustainable business As the size and shape of the business changes in line with the capital strategy we will continually review all of our staffing resources and structures to ensure they support business delivery. We will continue to be open about our plans and consult with our people about the best ways to deliver our objectives. Phoenix project We intend to utilise the skills within YHA to develop a team of experts who will support hostels which are not performing to their full potential. This team will include an individual from each relevant support function and will focus on improving performance with the Hostel Manager. This approach will allow us to pilot new initiatives and measure their success and is not dependent on capital investment. We will focus on the hostels which represent the most significant potential improvement. Tertiary sales Tertiary sales are a valuable income stream for YHA. We will continue to seek new products and services for our guests and review our suppliers and procurement practices to ensure YHA has the best possible product and price to offer to our customers. New technology and cost effective systems We have invested significantly in our ICT systems over the last three years and will continue to do so to remain competitive and ensure that the systems are fast and flexible for use by internal and external customers. Investing in new technology builds cost efficiencies, for example reducing travel time for employees through the pilot introduction of video conferencing and reducing maintenance time for the ICT team by replacing hostel PCs with thin client units. We will identify opportunities for non-residential hostel day use. Reviewing winter months operations in hostels Review of Escape to, hire of properties for exclusive use Review of pensions provision to support Pensions Act
12 By 2014 we will have embedded effective planning and performance throughout the organisation Regional and Hostel business planning We can only deliver our vision if everyone in the organisation understands their role and responsibility. Business planning at directorate, team and hostel level allows us to capture and use our passion and innovative ideas within the framework of the four strategic themes. Regional plans will be set within the framework of the capital strategy and linked to segmentation. We will roll out action plans at hostels such that each hostel is able to identify how they will deliver all of the strategic themes and importantly set clear targets for the year such that we can measure progress and celebrate success. The planning cycle will be aligned to the budgeting cycle so annual budgets set are supported by plans explaining how we will achieve those targets. Balanced Scorecard A balanced scorecard is a tool for communicating the strategy of YHA. It is a simple one-page framework to describe the strategy with clear targets to measure our success. The scorecard can be created at all levels, with data relevant for each particular team and will become the most important tool for sharing, discussing and monitoring progress with our strategy. Environmental Sustainability Strategy At YHA are responsible for doing our work in the most environmentally sensitive way. We plan to reduce energy use in our hostels; minimise the amount of waste we produce and provide recycling facilities for as many different types of waste as possible. These measures will not only improve our environmental performance but will reduce energy usage and provide the opportunity to promote YHA as an environmentally sustainable organisation. Hostel Environmental Plans will target achievable improvements in hostel performance and will put into action features of the Hostelling International environmental charter. This will include supporting 30 hostels in gaining the EU Eco label. Planning at yha We can only deliver our vision if everyone in the organisation understands their role and responsibility in doing this. You can find more information in the following documents: One -Year Operating Plan How we will deliver the four strategic themes this year The one-year operating plan is used to measure and report the progress on key projects from the three-year business plan and is linked to the budget. The operating plan is updated on a quarterly basis and used to report to the Board of Trustees. Directorate and Team Plans What does the directorate or team need to do to deliver the four strategic themes Directorate and team plans are also aligned to the four strategic themes. These plans are used to set individual objectives for team members. IPODs How can I help to deliver the strategic themes and vision of YHA IPOD reviews are focused on you as an individual. Your personal objectives are linked to those of your team, directorate and the strategic themes and vision of YHA. There will be a culture of internal customer focus from all to support hostels in their plans Individual objectives in IPODs will be aligned to business plans
13 YHA Business Plan The charitable object of YHA is: To help all, especially young people of limited means, to a greater knowledge, love and care of the countryside, and appreciation of the cultural values of towns and cities, particularly by providing youth hostels or other accommodation for them in their travels, and thus to promote their health recreation and education. YHA (England & Wales) Limited is a member of Hosteling International Call
YHA Green SPIRIT Plan
YHA Green SPIRIT Plan 2011 2014 EMS 0.0.0 www.yha.org.uk Contents YHA and the Environment 03 The Green SPIRIT Plan 04 Measuring Our Impact 05 What We Already Do 07 Our Customers 09 Our People 10 Our Resources
More informationFEDERATION SQUARE MELBOURNE, AUSTRALIA CORPORATE PLAN
FEDERATION SQUARE MELBOURNE, AUSTRALIA CORPORATE PLAN 201619 MELBOURNE S INSPIRATIONAL PUBLIC PLACE Federation Square is Melbourne s heartbeat, an inspirational precinct which concentrates community, cultural
More informationMessage from the Managing Director... r...
Message from the Managing Director... r... Our first full trading year has been a challenging and rewarding period for the team during the early life of the Company, a year during which we have gained
More informationRail Delivery Group. Consultation on the future of the East Midlands rail franchise
Rail Delivery Group Response to: Department for Transport Consultation on the future of the East Midlands rail franchise Date: 11 October 2017 Rail Delivery Group Limited Registered Office, 2nd Floor,
More information15-17 November 2018 Bankstown Airport
15-17 November 2018 Bankstown Airport Australian Aviation Showcase and Careers Exposition Event Overview Aviatex 2018 - Event Overview 1 Contents Executive Summary...3 What is Aviatex?...4 1. Aviation
More informationCEO REPORT OCTOBER/NOVEMBER Summary
CEO REPORT OCTOBER/NOVEMBER Summary 1. As this report coincides with the December Board meeting, there is no information included this month on trading, financial and operating performance, and YHA London
More informationThe Strategic Commercial and Procurement Manager
Item 3 To: Procurement Sub Committee On: 8 June 2016 Report by: The Strategic Commercial and Procurement Manager Heading: Renfrewshire Council s Community Benefit Strategy 2016 1. Summary 1.1. The purpose
More informationThe Power of ONE. New 2017: Homewood Suites Allentown, PA
The Power of ONE New 2017: Homewood Suites Allentown, PA Together as Welcome to ONE Lodging Management, a hospitality management company that has evolved from its founders decades-long record of creating
More informationWales. Andy Thomas. Route Managing Director Wales. Ken Skates, Cabinet Secretary for Economy and Infrastructure, Welsh Government
Wales The railway in Wales and Borders plays a critical role in connecting people, businesses and communities to support both regional and national economic growth. We run the safest railway in Europe,
More informationOur Vision For AMSA to make the Australian medical students experience the best in the world
2020 STRATEGIC PLAN Our Vision For AMSA to make the Australian medical students experience the best in the world Our Mission AMSA enhances and completes the Australian medical student experience by connecting,
More informationGTSS Summary Presentation. 21 February 2012
GTSS Summary Presentation Tshwane Tourism Association Members Meeting 21 February 2012 Ensure dispersion to rural areas Support SMEs Expand existing tourism infrastructur es & services Promote targeted
More informationTHE GATWICK DIAMOND INITIATIVE BUSINESS PLAN
THE GATWICK DIAMOND INITIATIVE BUSINESS PLAN 2018-2021 Our Vision is: To be an internationally recognised, world-class, business location achieving sustainable prosperity' What does this look like? By
More informationVisit West Lothian Strategic Action Plan
Visit West Lothian Strategic Action Plan Visit West Lothian in association with West Lothian Council Visit West Lothian s Mission, Vision & Values Our Vision is: To position West Lothian as a desirable
More information2018/2019 Indigenous Tourism BC Action Plan
2018/2019 Indigenous Tourism BC Action Plan CEO s Message I am excited to present our 2018/2019 Action Plan. Since joining Indigenous Tourism BC in August of 2017, we have really grown as an organization.
More informationWelcome to the latest occasional bulletin from the East Midlands Heritage Forum, which highlights recent national and local developments.
BULLETIN March 2018 Welcome to the latest occasional bulletin from the East Midlands Heritage Forum, which highlights recent national and local developments. This issue includes: Joining up support for
More informationTOWN OF PORT HEDLAND INNOVATE RECONCILIATION ACTION PLAN
TOWN OF PORT HEDLAND INNOVATE RECONCILIATION ACTION PLAN www.porthedland.wa.gov.au Chief Executive Officer s Message The Town of Port Hedland is committed to reconciliation with its Aboriginal and Torres
More informationTURTLE SURVIVAL ALLIANCE EXECUTIVE DIRECTOR
Transforming passion for turtles into effective conservation action through a global network of living collections and recovery programs. TURTLE SURVIVAL ALLIANCE BACKGROUND TURTLE SURVIVAL ALLIANCE EXECUTIVE
More informationChair s Message. Richard Millard Chair SPORT HAMPSHIRE & IOW ANNUAL REPORT SPORT HAMPSHIRE & IOW ANNUAL REPORT
Chair s Message This year has been notable for the fantastic work that the team at Sport Hampshire & IOW (SHIOW) has continued to deliver alongside a project to move towards independence. Reflecting on
More informationThe overarching aim of this strategy is to ensure that Devon can achieve its potential to be a first class visitor destination.
Devon Tourism Strategy 2013-2016 1.0 Introduction This strategy, produced by the Devon Tourism Partnership (), aims to provide an overarching guiding framework for the development of the tourism sector
More informationCEO REPORT DECEMBER 18/JANUARY 19 Summary
CEO REPORT DECEMBER 18/JANUARY 19 Summary 1. The overall market and trading picture remains challenging as we head into the final two months of the year, although we have been pleased with the performance
More informationPacific Resort Hotel Group
Pacific Resort Hotel Group a boutique hotel and resort management company which brings to the South Pacific an impressive and enviable reputation for resort design, development and management. Where it
More informationThe Challenges for the European Tourism Sustainable
The Challenges for the European Tourism Sustainable Denada Olli Lecturer at Fan S. Noli University, Faculty of Economy, Department of Marketing, Branch Korça, Albania. Doi:10.5901/mjss.2013.v4n9p464 Abstract
More informationMission Statement. To be a Leading Global Travel Management Company.
Mission Statement To be a Leading Global Travel Management Company Delivering Premium Solutions in Corporate and Leisure Travel & MICE (Meetings, Incentives, Conferences & Exhibitions) To be a Leading
More information20,000-24,000 (Permanent)
Recruitment Tourism and Events Officer Salary: Reporting to: Department: 20,000-24,000 (Permanent) Marketing & Audiences Manager Audiences & Media V&A Museum of Design Dundee Opening in 2018, V&A Museum
More informationA SMARTER HOTEL INVESTMENT
A SMARTER HOTEL INVESTMENT MICROTEL 1 LETTER FROM THE MASTERBUILT TEAM 2 THE MICROTEL INN & SUITES BY WYNDHAM STORY 3 MASTERBUILT HOTELS AND WYNDHAM HOTEL GROUP 4 MICROTEL INN & SUITES BY WYNDHAM: A SMARTER
More informationWorking Towards Sustainable Tourism in England s AONBs
Working Towards Sustainable Tourism in England s AONBs Purpose: this Accord sets out a shared vision for tourism in England s Areas of Outstanding Natural Beauty (AONBs) and outlines the contribution that
More informationThe Seychelles Sustainable Tourism Label (SSTL)
The Seychelles Sustainable Tourism Label (SSTL) Presented by Michele Martin Sustainability for Seychelles In partnership with the Tourism Department The beauty of the natural environment and the way of
More informationCROWN PERTH Sponsorship Guidelines Commercial and Community
CROWN PERTH Sponsorship Guidelines Commercial and Community 1. AIM OF SPONSORSHIP Crown Perth s sponsorship activities, both commercial and community, aim to build upon our positive corporate reputation
More informationHI Sustainability Fund 2018
YHA England and Wales: Helping to Fight the Plastic Crisis, One School Group at a Time Purpose/objectives of the project activity The aim of the project is to eliminate single use plastic bottles from
More informationJersey Heritage. Information on the roles of. Seasonal Visitor Services Assistant Maritime Museum (April to Oct)
Jersey Heritage Information on the roles of Seasonal Visitor Services Assistant Maritime Museum (April to Oct) Ad Hoc Visitor Services Assistants All Sites (Year Round) About Jersey Heritage Our purpose
More informationTransport Delivery Committee
Agenda Item No. 11 Transport Delivery Committee Date 6 th March 2016 Report title Accountable Director Accountable Employee Virgin Trains Partnership Agreement Update Pete Bond, Director of Transport Services
More information20th November 2013 CONTACT OFFICER: GENERAL MANAGER (TELEPHONE )
AGENDA ITEM NO: 8 EAST DUNBARTONSHIRE LEISURE AND CULTURE TRUST EDLCT 29/13/MG 20th November 2013 GENERAL MANAGER CONTACT OFFICER: GENERAL MANAGER (TELEPHONE 0141 777 3146) SUBJECT TITLE: COMMONWEALTH
More informationJOB DESCRIPTION FBO Manager
JOB DESCRIPTION FBO Manager RESPONSIBLE TO: LOCATION: Managing Director London Biggin Hill Airport Ltd WHAT IS THE JOB LIKE? The role holder will have an oversight of operational issues and teams to ensure
More informationGetting our Priorities Right
Getting our Priorities Right 1 States of Guernsey All organisations need a vision and a plan, and the States of Guernsey is no different. To make informed decisions about our priorities, we need to know
More informationTOURISM PLAN
GIPPSLAND accessible TOURISM PLAN 2013-2015 1 GIPPSLAND ACCESSIBLE TOURISM PLAN 2013-2015 Introduction Gippsland recognises the importance and benefits of building the region as an accessible tourism destination.
More informationMinistry of Parks, Culture and Sport. Plan for saskatchewan.ca
Ministry of Parks, Culture and Sport Plan for 2018-19 saskatchewan.ca Table of Contents Statement from the Minister... 1 Response to Government Direction... 2 Operational Plan... 3 Highlights... 7 Financial
More informationPERTH AND KINROSS COUNCIL. Housing and Health Committee. 25 May Perth and Kinross Local Housing Strategy
PERTH AND KINROSS COUNCIL 7 16/234 Housing and Health Committee 25 May 2016 Perth and Kinross Local Housing Strategy 2016-2021 Report by Director (Housing and Social Work) PURPOSE OF REPORT This report
More informationStrategic Plan. Regional Opportunity. Strong For Generations
2017-2018 Strategic Plan Regional Opportunity Strong For Generations Greater Whitsunday Alliance Greater Whitsunday Alliance is an independent regional economic development body that is an advocate for
More informationBHP Billiton Global Indigenous Peoples Strategy
BHP Billiton Global Indigenous Peoples Strategy Indigenous Peoples are critical partners and stakeholders in many of BHP Billiton s operations both within Australia and around the world. Many of our operations
More informationMEMBERSHIP CONNECTING AUSTRALIAN AIRPORTS FOR OVER 30 YEARS
MEMBERSHIP CONNECTING AUSTRALIAN AIRPORTS FOR OVER 30 YEARS 2 ELCOME 3 Join the Australian Airports Association Be part of the National Airport Community 6 6 Industry Representation to Government Policy
More informationSYDNEY OPERA HOUSE. Artwork: Dreaming Sisters 2011 by Mary Smith. Copyright Mary Smith & Weave Arts Centre
SYDNEY OPERA HOUSE reconciliation action plan Artwork: Dreaming Sisters 2011 by Mary Smith. Copyright Mary Smith & Weave Arts Centre SYDNEY OPERA HOUSE reconciliation action plan CONTENTS introduction
More informationSunshine Coast Council Locked Bag 72 Sunshine Coast Mail Centre QLD Submitted via online portal. 2 June 2017.
Sunshine Coast Council Locked Bag 72 Sunshine Coast Mail Centre QLD 4560 Submitted via online portal 2 June 2017 Dear Sir /Madam, RE: DRAFT ENVIRONMENTAL AND LIVEABILITY STRATEGY The Green Building Council
More informationCrown Corporation BUSINESS PLANS FOR THE FISCAL YEAR Trade Centre Limited. Table of Contents. Business Plan
Crown Corporation BUSINESS PLANS FOR THE FISCAL YEAR 2014 2015 Trade Centre Limited Business Plan 2014 2015 Table of Contents Message from the CEO and the Chair... Mission... Planning Context... Strategic
More informationGIPPSLAND TOURISM MASTER PLAN
GIPPSLAND TOURISM MASTER PLAN 2013-2018 1 GIPPSLAND TOURISM MASTER PLAN 2013-2018 GIPPSLAND TOURISM MASTER PLAN 2013-2018 The Gippsland Tourism Master Plan provides direction to build the competitiveness
More informationSustainable Procurement Policy for Heathrow Airport Limited
Sustainable Procurement Policy for Heathrow Airport Limited Date of policy: May 2017 Author: Dianne Armstrong / Chris Allen Approved by: Exec David Ferroussat Procurement Director Pete Hughes - Head of
More informationYour Transport Levy Your Transport Future. Sunshine Coast Council Transport Levy Annual Report
Your Transport Levy Your Transport Future Sunshine Coast Council Transport Levy Annual Report 2016-2017 www.sunshinecoast.qld.gov.au T 07 5475 7272 F 07 5475 7277 Locked Bag 72 Sunshine Coast Mail Centre
More informationSPONSOR AND EXHIBITOR OPPORTUNITIES
SPONSOR AND EXHIBITOR OPPORTUNITIES Be a partner in delivering the UK s flagship space conference in 2017 30 MAY 1 JUNE 2017 Manchester Central CONTENTS Introducing the UK Space Conference 2017...05 The
More informationBuilding procurement capability through transformation. Jane Harley, Chief Procurement Officer Qantas Group
Building procurement capability through transformation Jane Harley, Chief Procurement Officer Qantas Group SECTION TITLE HERE Heading here Group multi-brand structure Australia & New Zealand Singapore
More informationHOW TO OPERATE A PRODUCT DEVELOPMENT FAMILIARIZATION TOUR MANUAL FINAL REPORT FOR DEPARTMENT OF TOURISM & CULTURE
HOW TO OPERATE A PRODUCT DEVELOPMENT FAMILIARIZATION TOUR MANUAL FINAL REPORT FOR DEPARTMENT OF TOURISM & CULTURE August 2008 1.0 PROJECTAPPLICANT Kluane Inc. Geordan Clark, General Manager Box 20, Burwash
More informationAircraft Management Comprehensive Ownership, Operation and Maintenance Management Services
Aircraft Management Comprehensive Ownership, Operation and Maintenance Management Services Aircraft Management Founded upon a heritage of service, Jet Aviation has a unique perspective that has developed
More informationTHE CARICOM REGIONAL IMPLEMENTATION PLAN
THE CARICOM REGIONAL IMPLEMENTATION PLAN Presented at the First Regional Workshop on Ensemble Climate Modeling August 20-29, 2012 University of the West Indies, Mona, Jamaica By Joseph McGann, Programme
More informationPlease see the full job description and specification on page 4 for further details.
Client Services Manager Full time, Permanent Post To support Visit Belfast s ambitious business development plans to drive further tourism growth to the city & region, we have an exciting opportunity for
More informationSOCIAL ENTERPRISE IN EDINBURGH: PEOPLE, PROFIT AND PLACE
SOCIAL ENTERPRISE IN EDINBURGH: PEOPLE, PROFIT AND PLACE Introduction Edinburgh is a leading centre for social enterprise and home to some high profile organisations in the sector. With over 70 members,
More informationLEBANON: A DIVERSE ECOTOURISM DESTINATION IN THE EAST-MEDITERRANEAN. Prepared by: Dr. Jacques Samoury NGER National Expert
National Stakeholder Workshop on Ecotourism 6-7 March 2018, Beirut LEBANON: A DIVERSE ECOTOURISM DESTINATION IN THE EAST-MEDITERRANEAN Prepared by: Dr. Jacques Samoury NGER National Expert Lebanon s Tourism
More information30 MAY 2019 PARTNERSHIP OPPORTUNITIES. Brought to you by
30 MAY 2019 PARTNERSHIP OPPORTUNITIES Brought to you by 30 MAY 2019 THE 2019 DESTINATION MELBOURNE LIVE WILL BE CENTRED AROUND THE THEME: COLLABORATION Alone we can do so little; together we can do so
More informationMatthew has a passion for excellence, a positive attitude and a desire to make a difference.
MATTHEW HALL CURRICULUM VITAE 3 Arthur Street, Balmain NSW 2041 +61 414 678 520 hall4oneandone4hall@gmail.com one4hall.wordpress.com au.linkedin.com/in/matthewhallau @One4Hall IN BRIEF a rare combination
More informationPlease see the full job description and specification on page 4 for further details.
Visit Belfast Welcome Centre Manager Full time, permanent post To support Visit Belfast s ambitious plans to drive further tourism growth to the city and region, we have an exciting opportunity for a Visit
More informationSit back, relax and enjoy straightforward franchising
Sit back, relax and enjoy straightforward franchising With a focus on all the comforts of home, GuestHouse provides a relaxed space where guests can feel right at home the minute they walk through our
More informationRECONCILIATION ACTION PLAN NOVEMBER 2017 NOVEMBER 2018
RECONCILIATION ACTION PLAN NOVEMBER 2017 NOVEMBER 2018 OUR BUSINESS - THE SYDNEY ROOSTERS The Sydney Roosters are an Australian professional rugby league football club based in the Eastern Suburbs of Sydney.
More informationVirginia Beach City Case Study
Virginia Beach City Case Study - 1 - US CITY LINKS/SACN LED KNOWLEDGE EXCHANGE PROGRAMME BUFFALO CITY AND VIRGINIA BEACH CASE STUDY By Noludwe Ncokazi: General Manager Economic Development & Tourism The
More informationGH Group. New Aviation Leader Aircraft Sales, Acquisitions, Trades and Charter Solutions Flight Crew Resourcing Aviation PR Consultancy
GH Group New Aviation Leader Aircraft Sales, Acquisitions, Trades and Charter Solutions Flight Crew Resourcing Aviation PR Consultancy GH GROUP GH Group is a vibrant and boutique aviation experts group
More informationReducing traffic: a new plan for public transport
Reducing traffic: a new plan for public transport Our five point plan to improve Heathrow s public transport in 2015/16 1 2 3 4 5 Make public transport more attractive for passengers Ensure major rail
More informationidentity guidelines Our Story
identity guidelines Our Story Our Story Brand Tasmania Our vision is that Tasmania will be recognised as a leader in the world of islands, with a global reputation for quality products and services. We
More information30 years of Beacon Foundation
30 years of Beacon Foundation Corporate Cycle Relay Challenge Support Beacon Foundation in your workplace 30 Years of Beacon Foundation This year we celebrate 30 years of Beacon Foundation s operations.
More informationReflect Reconciliation Action Plan May 2018 May 2019
Reflect Reconciliation Action Plan May 2018 May 2019 1 Our Business Zippy Cleaning and Maintenance Services has been providing cleaning and maintenance solutions to South Australian and Northern Territory
More information2010 KEMPINSKI REBRANDING HOTELS IN CHINA GRAND KEMPINSKI HOTEL SHANGHAI
REBRANDING HOTELS IN CHINA GRAND KEMPINSKI HOTEL SHANGHAI Background Gran Melia Hotel, opened in Q4 2009, was rebranded in Q2 2013 to Grand Kempinski Hotel Shanghai. A 686 rooms & suites, full service,
More informationItem 1. Leadership Board. On: 1 April Report by: Director of Development and Housing Services. Heading: Update on City Deal. 1.
Item 1 To: Leadership Board On: 1 April 2015 Report by: Director of Development and Housing Services Heading: Update on City Deal 1. Summary 1.1 This report seeks to update the Board on the work that has
More informationDelivering for Aberdeen & Aberdeenshire. We promote Scotland with Scotland, working with local industry to grow the visitor economy.
Delivering for Aberdeen & Aberdeenshire We promote Scotland with Scotland, working with local industry to grow the visitor economy. Introduction We act as a catalyst for Aberdeen & Aberdeenshire s economic
More informationLowestoft Rising Gateway Review November 2014
Lowestoft Rising Gateway Review November 2014 The review A peer review of Lowestoft Rising took place between 26 th November and 28 th November 2014. Findings were presented to members of the sponsoring
More informationEAGLES IN THE COMMUNITY
inspiring education through sport 2012 WA STATE WINNER AND NATIONAL FINALIST - CORPORATE SOCIAL RESPONSIBILITY AUSTRALIAN MARKETING INSTITUTE AWARDS EAGLES IN THE COMMUNITY PROGRAMS WestCoastEagles_CommunityPrograms_Booklet_180213.indd
More informationCrown Corporation Business Plans. Trade Centre Limited
Crown Corporation Business Plans Trade Centre Limited Contents Message from the CEO and the Chair... 5 Mandate... 7 Alignment with Government s Priorities... 7 Core Responsibilities... 9 Budget Context...
More informationThe Austrian Federal Economic Chamber. Representing the Interests of Business
The Austrian Federal Economic Chamber Representing the Interests of Business Basic Organisational Structure of the Chamber The Austrian Chambers of Commerce represent the interests of business, promote
More information2018 Camp Director Job Description
2018 Camp Director Job Description Mission Athena Camps mission is to inspire courage and build confidence in girls through a unique combination of athletic, creative, emotional, and social activities
More informationYorkshire Forum for Water Customers
2017-2018 Yorkshire Forum for Water Customers A statement from the Yorkshire Forum for Water Customers on Yorkshire Water s performance Contents Background 03 Our role 06 Reflection on the year 2017/2018
More informationLeave No No Trace Ireland
Leave No No Trace Ireland Promoting OPERATIONAL Responsible PLAN Outdoor 2013 Recreation - 2015 To promote and inspire responsible outdoor recreation through education, research and partnership throughout
More informationMackay Region. Destination Tourism Strategy
Mackay Region Destination Tourism Strategy 2012 2016 Mackay Region The Mackay region offers an abundance of natural attractions including national parks, gorges, the Great Barrier Reef, numerous islands
More informationRoyal Highland Show The best of food, farming and rural life SPONSORSHIP OPPORTUNITIES
Royal Highland Show 2018 The best of food, farming and rural life SPONSORSHIP OPPORTUNITIES ABOUT THE ROYAL HIGHLAND SHOW The Royal Highland Show is the flagship event of Scottish charity The Royal Highland
More informationPERTH ZOO S RECONCILIATION
PERTH ZOO S RECONCILIATION ACTION PLAN 2011 2013 PERTH ZOO RECONCILATION ACTION PLAN 2011 2013 introduction At Perth Zoo we recognise, appreciate and respect the contribution of Aboriginal and Torres Strait
More informationScottish Pilgrim Routes Forum Scottish Charitable Incorporated Organisation - SC045212
Scottish Pilgrim Routes Forum Scottish Charitable Incorporated Organisation - SC045212 Report and Accounts for the period 1 st August 2015 to 31 July 2016 (1) Reference and administrative information Scottish
More informationEuropean Charter for Sustainable and Responsible Tourism
Annex 1. First draft text of the European Charter for Sustainable and Responsible Tourism European Charter for Sustainable and Responsible Tourism I. INTRODUCTION II. OBJECTIVES Working together to make
More informationANZCCJ SPONSOR CONSULTATION
ANZCCJ SPONSOR CONSULTATION Australian and New Zealand Chamber of Commerce in Japan March 2017 INTRODUCTION 17 INDUSTRIES 91 COMPANIES The Australian and New Zealand Chamber of Commerce in Japan (ANZCCJ)
More informationa manifesto for business
a manifesto for business to 2020 Introduction and role of this manifesto What is Suffolk Chamber of Commerce s role? Suffolk is a county undergoing profound economic change. Suffolk Chamber of Commerce,
More informationEvents and Festivals Plan
Events and Festivals Plan Palmerston North SMALL CITY BENEFITS, BIG CITY AMBITION 2018/21 Te Kaunihera o Papaioea Palmerston North City Council Palmerston North City Council Events and Festivals Plan 2
More informationTulsa Airports Improvement Trust Strategic Plan Update
Tulsa Airports Improvement Trust Strategic Plan Update 2016-2026 TABLE OF CONTENTS I. Background II. III. IV. Existing Conditions and Future Requirements Mission, Vision, & Goals Strengths, Weakness, Opportunities
More informationENVIRONMENT ACTION PLAN
ENVIRONMENT ACTION PLAN 2015 16 Airservices Australia 2015 This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written
More informationThis is a submission to Council s Delivery Plan and Operational Plan
Goulburn Mulwaree Council Locked Bag 22 Goulburn NSW 2580 Emailed: strategy@goulburn.nsw.gov.au and council@goulburn.nsw.gov.au Marulan/Tallong Community Network C/O 843 Marulan South Road Marulan NSW,
More informationOne Stop Destination Management Company UAE - Qatar - Oman. Portfolio
One Stop Destination Management Company UAE - Qatar - Oman Portfolio Darina Holidays Online travel services company focusing on individual traveler, Groups and corporate assembly supported by the most
More informationA N D R E W R O S S AMAMI, CPM
A N D R E W R O S S AMAMI, CPM P H O N E 0 4 1 9 1 2 0 0 5 8 E - M A I L A N D R E W @ N O V I S I B L E M E A N S. C O M PORTFOLIO AND REFEREES ARE AVAILABLE ON REQUEST PROFESSIONAL EXPERIENCE Voluntary
More informationSydney Central YHA EBE Conference
Sydney Central YHA EBE Conference Sydney Central YHA EBE Conference Organisation / business overview Marketing Human Resources Hostelling International 1909: German school teacher Richard Schirrmann sees
More informationGATWICK DIAMOND MARKETING PLAN
GATWICK DIAMOND MARKETING PLAN 2011-2013 1.0 EXECUTIVE SUMMARY This document sets out a Marketing and PR strategy which is designed to complement the Business Plan and deliver agreed key performance indicators.
More informationUpdate on implementation of Taking Revalidation Forward recommendations
Agenda item: 7 Report title: Report by: Action: Update on implementation of Taking Revalidation Forward recommendations Judith Chrystie, Assistant Director, Registration and Revalidation Judith.Chrystie@gmc-uk.org,
More informationAN INTRODUCTION TO THE GC2018 RECONCILIATION ACTION PLAN
AN INTRODUCTION TO THE GC2018 RECONCILIATION ACTION PLAN 1 THE ARTWORK STORY WITH SHARED VISION, TOGETHER IN UNITY, WE MOVE FORWARD WITH ENERGY, AND LEAVE OUR LEGACY. The journey begins with a vision,
More informationMövenpick Hotel City Star Jeddah. Sustainability Management Plan
Sustainability Management Plan 2017-2018 Table of contents 1. Introduction to the hotel 2. Our vision 3. Environmental Sustainability 4. Social Sustainability 5. Employer Sustainability 6. Quality,Health
More informationSTRATEGIC REVIEW 2015/16
STRATEGIC REVIEW 2015/16 STRATEGIC REVIEW 2015/16 Executive Summary Over the last 12 months the company has continued to develop, successfully broadening our client base, introducing new services, winning
More informationWELLINGTON EVENTS POLICY 2012
WELLINGTON EVENTS POLICY 2012 We want to maintain and develop our icon events Hertz Sevens, NZ International Arts Festival, and the Brancott Estate World of WearableArt Awards Show and to add at least
More informationInformation pack. Candidates for YHA Board of Trustees
Information pack Candidates for YHA Board of Trustees 2018 Contents 2 3 4 Introduction from Peter Gaines What YHA is all about Becoming a Trustee What s involved Responsibilities Governance structure of
More informationINNOVATE RECONCILIATION ACTION PLAN
RECONCILIATION ACTION PLAN INNOVATE MAY 2017 - MAY 2019 Cover Image - S92 aircraft above Willie Creek, north of Broome This Page - RAC Rescue aircraft over forest near Perth Our Vision of Reconciliation
More informationHampton by Hilton Istanbul Atakoy, Turkey HAMPTON BY HILTON. EMEA Development Brochure
Hampton by Hilton Istanbul Atakoy, Turkey HAMPTON BY HILTON EMEA Development Brochure Hampton by Hilton Berlin City Centre Alexanderplatz, Germany Brand overview Hampton by Hilton delivers a friendly and
More informationGOLD COAST CONVENTION AND EXHIBITION CENTRE NOVEMBER 2017 PARTNERSHIP PROSPECTUS
GOLD COAST CONVENTION AND EXHIBITION CENTRE 15 17 NOVEMBER 2017 PARTNERSHIP PROSPECTUS Host Sponsor Networking Function Supporter Event Producers INVITATION On behalf of the Australian Sports Commission
More informationThe Sunshine Coast is part of the global community and generates wealth through export, high-value industries and new investment.
3.2 Strategic intent 3.2.1 Shaping growth an overview In 2031, the Sunshine Coast is renowned for its vibrant economy, ecological values, unique character and strong sense of community. It is Australia
More information