2002 - BUSINESS PLAN
INTRODUCTION
The marine tourism industry in the GBR generates $1.5B to the
state economy - more than twice that of the fishing industry.
The Qld Seafood Industry Association (QSIA) boasts an annual
budget of $1M and is a powerful lobby group on behalf of its
members. The budget of AMPTO Ltd is about one tenth of that of
QSIA. The voice of marine tourism operators often sings many and
different tunes to the detriment of the influence of their
industry.
If the marine tourism industry is to become a significant
political influence group, it must embrace the notion of AMPTO
as a peak industry body embracing the following underlying
principles:
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Cohesion
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Consensus
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Consistency
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Communications
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Cooperation
-
Cost Effectiveness
BACKGROUND
SWOT Analysis
Strengths. Although its membership has waxed and waned in the
past decade, AMPTO may safely claim to represent 90% of marine
tourism operations within the GBRMP. It has a long history of
interaction with government and management agencies, and
possesses considerable corporate expertise and influence within
its board, and chapter committees. In recent times, AMPTO has
achieved recognition by GBRMPA as a partner in the management of
the GBRWHA, which, shares the same goal of sustainability of the
reef environment, and, contributes in a major way to the
monitoring and presentation of the WHA through provision of
infrastructure.
Weaknesses. The marine tourism industry in the GBR covers much
of the Qld coast, a diverse range of industry sectors, and is
comprised of every size of business from family-owned, to large
international corporations. Our industry, not surprisingly,
lacks a clear image; of itself, its future, and its common
needs. For similar reasons, AMPTO's profile in the broader
community is almost non-existent. The fog of daily business
fosters ignorance and parochialism within industry. Our lack of
cohesion is open to exploitation by government agencies, other
stakeholders, or interest groups.
Opportunities.
Government has belatedly realized the enormous
economic potential of tourism, but is still lacking an
appreciation of industry needs. Some important issues for the
health of our industry, such as equity of contribution to marine
park management, are only achievable through political
influence. The belated recognition of the marine tourism
industry by governments through funding for COTS control
indicates that finally, marine tourism has a place in the
political scheme of things. This toehold must be expanded, not
lost. The developing relationship between operators and the CRC
Reef, and the recent formation of the GBR Research Foundation,
offers opportunity for industry to lead the debate on future
methods of low-impact presentation of the reef to visitors. The
advance of transportation technology, environmental regulation,
and the unique situation of the marine industry within the GBR
all point to an on-going need for the establishment of clear
policies for major issues, best practice operating standards,
and career training for industry employees. There is real
opportunity for AMPTO to lead these areas of the marine
industry. This broader role invites a review of AMPTO's
membership base. While there is room to improve industry sector
membership, the broader marine service and repair sector is
largely un-tapped. Such businesses derive a significant
proportion of their revenue from our industry, and their
fortunes ride to a large extent with ours. There is potential to
gain a marked increase in membership funds through this avenue.
Threats. As peak industry body, AMPTO needs to retain
pre-eminence in its role. To do this, it needs the support of
all of its members, and their acceptance that an unchallenged
consensus view must be put forward on behalf of industry if its
opinion is to have real influence. This is a matter of mutual
trust, which can only be nurtured by good communications and
transparent decision-making. The association must establish its
credentials as an environmentally responsible body to avoid
organizations such as WWF making inroads into a potentially
wider AMPTO membership base. WWF have already made market
reconnaissance forays into North Qld.
Elements of a Business Plan
Cohesion. AMPTO's Memorandum and Articles of Association,
provide only a broad, minimum framework for its operation. Our
association has no expressed goals, strategic plan, annual
budget, nor detailed rules of governance. A minimum of board
meetings and lack of communications has lead to a feeling of
disenfranchisement by the broader membership. Accordingly, a
parochial mentality has, in the past, been encouraged between
large and small operators, various industry sectors, and,
geographic regions.
Recommendation:
That the board endorse the formulation of a strategic plan for
AMPTO containing its goals, major policies, and business
strategies.
Consensus. There will always be differences in needs and
perceptions between members of such a diverse industry. An
agreed set of goals and policies, and transparent processes will
help AMPTO membership accept the view that the sum of those
issues, which unite members, are greater than the sum of those,
which divide them. Certain issues may well have to be decided on
the basis of the majority view. However, dissenting members will
hopefully accept their lot with grace, borne of transparent
decision-making processes within the association.
Recommendation:
That the board endorses:
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At least three board meetings per year in March, July, and
November
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The use of email flying minutes to directors for decision
between meetings
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At least four
newsletters per year in March, June, September, and December
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The use of
email to disseminate information or board decisions to
ordinary members between newsletters
Consistency. AMPTO has often been accused of lacking consistency
in its negotiations. This is symptomatic of our lack of cohesion
and consensus. However, a third factor is that the association
has been reactive, rather than proactive in its directions. New
government environmental management agency initiatives have
generally caught AMPTO unprepared, evoking knee-jerk reactions
from chapters or affiliated associations, to the detriment of
our association's political influence. A greater appreciation of
evolving issues through a wider membership base, and better
communications will do much to obviate this problem.
Recommendation:
That the board endorses in addition to the preparation of a
strategic plan:
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Broadening AMPTO's membership base by admission of associate
business and individual members
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The attendance of the Executive Director at as many Chapter,
and affiliated associations' meetings as practicable to improve
the executive's understanding of issues and formulation of
action.
Communications. Successful communications is about carefully
crafting an organization's image and targeting its messages to
specific audiences. AMPTO has a need not only to communicate
with its members, and other industry associations, but also the
wider community.
Recommendation:
That the board endorses:
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The early establishment of an association web-site for
members' and public information
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The preparation of an outline public relations and community
engagement plan including suggested prizes or bursaries to
relevant areas of training and education
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The revision or adaptation of the AMPTO logo to provide for
its broader use on correspondence and marketing materials
Cooperation. AMPTO has limited resources. It cannot hope to
effectively encompass all pertinent issues as and when they
occur. In the past, the association has relied upon the
resources of its larger corporate members to make up shortfalls
in staffing resources. This will undoubtedly continue. However,
better use must be made of numerous, like-minded industry
associations to assist in information gathering and lobbying.
Recommendation:
That the board endorses:
Cost Effectiveness. There are two aspects of cost effectiveness
that are germane to this plan; the efficient operation of the
association within its available funding resources, and, from
each member's perspective, the value of the service delivered
for the cost of membership. Through the efforts of a few
directors over the past few years, AMPTO has managed to extract
itself from a parlous financial position. From now on, the
association must budget annually to provide adequate services to
members, and sufficient surplus funds to underwrite the various
activities and studies necessary to further its aims. What is
needed now is predictability and growth of funds and resources.
With the pre-payment of some of this year's membership fees an
active campaign to increase membership will be necessary to meet
modest short-term funding goals. This campaign will require a
clarification of membership categories, professional promotional
materials, and a commitment to continually improve services to
members.
Recommendation:
That the board endorses:
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The budget for 2002 attached to this business plan
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A review of services to members including the identification
of potential additional services
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An amended fee of $250 for Associate members
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A new Individual category of membership, the fee and services
for which, to be developed for further consideration by the
board
