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Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
Annual Business Plan
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Annual Business Plan

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  • 1. TPMW Business Plan 2009/2010 Business Plan for Tourism Partnership Mid Wales 2009/2010 MARCH 2009 Datblygu a Hyrwyddo Twristiaeth yng Ngheredigion, Meirionnydd a Phowys Developing and Promoting Tourism in Ceredigion, Meirionnydd and Powys Contents- Page 1 of 18
  • 2. TPMW Business Plan 2009/2010 1. Purpose of Business Plan 1.1 A Vision for Mid Wales 1.2 The Strategic Framework 1.3 TPMW Business Plan 2. Operating Context 2.1 Profile of Tourism Industry in Mid Wales 2.2 Challenges and Opportunities 2.3 Priorities and Targets 3. Action Plan 3.2 Funding 4. Performance Measurement 4.1 Framework for Delivery 4.2 Performance Measurement 5. Communication Plan 5.1 Internal Communications 5.2 External Communications Appendix 1 -– Performance Indicators TPMW Business Plan 2009-2010 Page 2 of 18
  • 3. 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.  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. Page 3 of 18
  • 4. TPMW Business Plan 2009/2010 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 Wales o To raise the quality of the Tourism experience in Wales o To improve the accessibility of Wales as a destination o To encourage higher skill levels in tourism o 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 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. Page 4 of 18
  • 5. TPMW Business Plan 2009/2010 • 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. • 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. Page 5 of 18
  • 6. TPMW Business Plan 2009/2010 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). 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 Page 6 of 18
  • 7. TPMW Business Plan 2009/2010 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, 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. Page 7 of 18
  • 8. TPMW Business Plan 2009/2010 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 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. Page 8 of 18
  • 9. TPMW Business Plan 2009/2010 Country Wales Regional Mid Wales Themes Culture Coast Natural and Activity Iconic and Heritage Cultural Brands Seaside Countryside Heritage Products Farm stay, People & Places National Parks Serviced, Self catering, Self-catering Festivals& Events Leisure Activities Brecon Beacons Serviced Accommodation Accommodation Attractions and Snowdonia Attractions Attractions Built Heritage Extreme Activities Ceredigion/ Related Activities Cardigan Bay Related Activities Local Food Target Market Affluent Risers Groups Groups Affluent (Young (Retired, (Retired, Families Empty Retired activity Empty Nesters Empty Nesters Nester seekers) & Risers) & Risers) Holiday Choice Long stay - Additional Holiday - Shortbreaks - Day Visits * - 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 Page 9 of 18
  • 10. TPMW Business Plan 2009/2010 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. Page 10 of 18
  • 11. Ref Budget Mechanism/ Outcomes and Indicators Activity Area Actions OW Allocation Partners 3.1 Action Plan Distinctive Branding Drive forward the integration and use of the Wales and Mid TPMW • Evidence of buy in by public and Wales brand value private sector Brand £0k Development Develop distinctive regional destinations using iconic and JTAG • Evidence of consumer satisfaction unique imagery/products Support existing Marketing Area activity and reinforce and add TPMW/ Visit • Evidence of support value to VW “Champion” activity areas. Wales • Undertake Champoin role Drive forward product packages initiatives based on sectoral JTAG / MA • 10 Public Sector Partners 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 Regional £70k activities Marketing Implement the recommendations of Virtual Mid Wales Scoping Study Support the Marketing or regional and local product • Support for 6 Clusters information in multi use formats Funding Contract • Greater Regional Income from Support JMS Schemes linked to business cluster development Medrwn Business / Groups Link to the above to better integrate product development and training opportunities. Provide support, facilitation and regional stories for WAG • Work with 10+ Private Sector national activity with national and overseas media. TPMW Partners • 10 Public Sector Partners Media Undertake Press/PR and facilitation within regional press Reach - Output??? networks Funding • Develop website hits to Av 2000 a PR /Corporate £15k Contract month Communication Support fam visits/individual incoming tour operators Maintain and further development corporate Web Site • Target 4000 businesses • Achieve 10 press stories via Produce newsletters to all stakeholders and known tourism corporate PR businesses within the region. Participate on the development of a National Events Action • Work with other RTPs and VW plan. • Generate ?? via events supported • Develop Online Events Database Continue to implement support scheme for regional events 400-600 events linking financial support for marketing to training Existing • Regional presence at 4 key events, Event Support £25k Funding 25+ key partners, Support the further development and use of an online regional Contract • increase leverage from Private events database Sector Support regional presence at an appropriate range of Page 11 of 18 exhibitions linked to regional product priorities Support VW and MA partners/TRAMOR TPMW • Increase in overseas visitors to the Overseas £0
  • 12. 3.2. Funding The 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 Page 12 of 18
  • 13. TPMW Business Plan 2009/2010 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. • 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. Page 13 of 18
  • 14. TPMW Business Plan 2009/2010 • 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. Page 14 of 18
  • 15. TPMW Business Plan 2009/2010 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. 5.2 External Communication The following formal communication channels with external stakeholders are operating currently: Page 15 of 18
  • 16. • 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 • Local Tourist Associations • Welsh Local Government Association • Heritage bodies (Cadw, NMGW) • WAG, various divisions • CCW, ACW, Sports Council etc. • Wales Tourism Alliance • National Assembly for Wales • Sectoral Trade Associations, (WAVA, WASCO, BHA, LVA etc.) via WTA • Mid Wales Tourism 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. 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. Page 16 of 18
  • 17. 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. Page 17 of 18
  • 18. Appendix 1 - Performance Indicators ( 2009/2010)- to be amended following further discussions with VW Regional Tourism Partnerships – Key Performance Indicators 1. 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 Ability to engage with inclusive constituency involvement 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 Ability to work and communicate effectively VISITWALES 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 through review and monitoring; 11. Joint Marketing Performance in undertaking designated role for regional joint marketing schemes. Page 18 of 18

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