COVER Melbourne Hospitality Strategy 2008-2012 A City of Melbourne initiative.

© City of Melbourne 2008 CONTENTS

INTRODUCTION SCOPE OF THE STRATEGY Melbourne Hospitality Advisory Board A SHARED VISION - MELBOURNE HOSPITALITY STRATEGY 2008-2012 Vision for the future of hospitality Shared success GUIDING PRINCIPLES, STRATEGIC OBJECTIVES AND ACTIONS Key partners 1. Collaboration 2. Recognition 3. Positioning 4. Services 5. Sustainability BEYOND 2008-09 1. Collaboration 2. Recognition 3. Positioning 4. Services 5. Sustainability MELBOURNE’S HOSPITALITY SECTOR TODAY A statistical snapshot GROWING YOUR BUSINESS The City of Melbourne – here to help Benefits to your business Hospitality in Melbourne City of Melbourne municipality WHERE TO GET MORE INFORMATION

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public spaces. The City of Melbourne appreciates that the hospitality sector plays an integral role in many other industries. such as tourism and events. longer stays. 131390429. Hospitality is also an important contributor to the city’s gross economic output and is a significant partner in the economic growth of the city and the state. This Melbourne Hospitality Strategy 2008-2012 represents a great opportunity for the city to recognise the hospitality sector’s importance and value and to acknowledge its broad contribution to Melbourne’s position as a thriving and sustainable city.doc Page 3 of 19 . beverage. the City of Melbourne looks forward to creating many opportunities for improvements.PAGE 1. accommodation and event experiences on offer. INTRODUCTION Melbourne is a culturally diverse and colourful city with an endless variety of culinary. growth and innovation within this sector. and is now seeking to formalise its connections with this sector to ensure it receives the attention and support it deserves. Working in partnership with the hospitality sector. access and ambience. culture and recreation. retail. which includes arts and culture. We enjoy a high class sporting and cultural calendar and a hospitality experience that rivals the finest cities in the world. Hospitality is at the very heart of Melbourne’s social and cultural appeal. When the hospitality sector does things well. it creates benefits for the whole city. better experiences. more spending and a lasting goodwill towards Melbourne. generating increased visitation.

events. thoroughly diverse and modern city. and seeks out high-quality. and its hospitality stakeholders. we can use our combined strength to continue building hospitality’s well-established place in the life of the city. service its customers and contribute to Melbourne’s future. and with each other. So we’re always being challenged to take on changes and stay in step with our fast-growing. its transport and parking).PAGE 2. Working with the City of Melbourne. has looked at how Melbourne’s hospitality sector functions. The Melbourne Hospitality Advisory Board has been an important guide for the City of Melbourne in developing this strategy. Our city is one that embraces the new and the different.doc Page 4 of 19 . its safety. professional services. the way we engage visitors while they’re here (attractions. beverages and accommodation) all contribute to the city experience. The welcome we offer visitors (the city’s ambience. this strategy focuses on five broad themes:      collaboration recognition positioning services sustainability This strategy acknowledges that Melbourne’s hospitality experience is part of the broader city experience. and will oversee its implementation. how it works with the City of Melbourne. The results won’t come as a shock to anyone – we’re doing well. where the sector is heading. The Melbourne Hospitality Advisory Board. monitor its progress and provide a platform for communication between the City of Melbourne. SCOPE OF THE STRATEGY Running a hospitality business in Melbourne is a rewarding experience. where it should be heading – and what we can all do better. The strategy’s scope is 2008-2012. Melburnians don’t settle for second best. Based on the recommendations of the board. but it will be regularly reviewed and revised as we progress with achieving our vision for Melbourne’s hospitality sector. established by the City of Melbourne in 2007. culture and community) as well as the ‘nuts and bolts’ of hospitality (food. and find better ways to promote the sector. FEATURE BOX Melbourne Hospitality Advisory Board 131390429. but we need to start working together to ensure our position remains strong as the city grows and demands on our services increase.

This shared vision is: For Melbourne city to be recognised locally and internationally as a leading hospitality destination. distinguished by its unique diversity. authorities. professional service and consistent quality.MELBOURNE HOSPITALITY STRATEGY 20082012 Vision for the future of hospitality Our vision for the future of hospitality is a shared vision.  Regulators/administration: federal. PAGE 3. City of Melbourne knew it needed to draw upon the expertise of key stakeholders in the hospitality sector. state and local governments. The Melbourne Hospitality Advisory Board.In developing a strategy that was both relevant and useful. the reference group for this strategy. senior sector development representatives.doc Page 5 of 19 . including:  Service providers: small and large business operators (restaurants. industry associations and business representatives. accommodation owners and those working within the sector. national and international customers 131390429. is made up of major hospitality operators. bars. A SHARED VISION . and local and state government representatives. developed in collaboration with the Melbourne Hospitality Advisory Board. including local. This includes working with hospitality businesses and agencies. cafés).  Customers: current and future users of hospitality services. but it also means looking at the bigger picture – and working with all hospitality sector stakeholders. cultural richness. companies and organisational representatives. Shared success This vision can only be achieved through collaboration.

strategic objectives and actions The Melbourne Hospitality Advisory Board has identified five areas where the City of Melbourne is best placed to support and promote the hospitality sector. the City of Melbourne’s work will focus on these five areas: 1. 5.doc Page 6 of 19 . 4. Collaboration Recognition Positioning Services Sustainability Key partners The City of Melbourne will engage with key stakeholders and partners in the delivery of this strategy. The implementation of planned actions for 2008-09 will require collaboration with:  Tourism Victoria  Tourism Australia  Restaurant and Catering Victoria  Department of Innovation Industry and Regional Development  Melbourne Convention and Visitors Bureau  Austrade  Business Partner Cities Network  Melbourne’s sister cities  Lord Mayor’s Small Business Proprietor Commendations Committee  local hospitality businesses 131390429. STRATEGIC OBJECTIVES AND ACTIONS FEATURE BOX Guiding principles. For the four year life of this strategy (2008-2012). 3. 2.PAGES 4 – 9: GUIDING PRINCIPLES.

Measurable results Produce a report profiling the economic status and health of the café and restaurant sector.  Promote a stronger industry voice. Develop a plan for addressing any report recommendations. Strategic objectives  Demonstrate commitment to the achievement of our vision through the establishment of shared goals. 131390429. cafes and bars. results and benefits are planned for 2008-09.doc Page 7 of 19 . The development and production of two successful events showcasing the Docklands precinct and laneways. Support the Melbourne Food and Wine Festival and help position Melbourne as the food and wine capital of Australia. Through collaboration we can achieve results that not only address the needs of the hospitality sector but also contribute to the overall economic growth of the city. diverse and lively destination.1. nationally and globally. Increased visitation to Melbourne. Media coverage achieved for this event. and for Melbourne. Collaboration Collaboration – a guiding principle Ecourage collaboration between leaders and key stakeholders of the hospitality sector. The event generates significant promotion for Melbourne’s restaurants. locally. The following actions. It means identifying synergies in different industries and using these to improve communication and consultation between sectors. Hospitality sector benefits The completed report will provide the hospitality sector (and its stakeholders) detailed information on: baselines economic profiles workforce development patronage Our support of this event will help build Melbourne’s international reputation as a culinary. This means seeking out opportunities for building stronger links. 2008-09 action Prepare an economic profile report for the cafe and restaurant sector in partnership with Tourism Victoria and Restaurant and Catering Victoria. rooftops and piazzas.

Hospitality sector benefits Recognition of the value of the hospitality sector and the contribution it makes toward the overall sustainability and success of Melbourne. results and benefits are planned for 2008-09. economic development and prosperity.2.doc Page 8 of 19 .  Engage in more funding for activities to support the sector and the city’s hospitality offer The following actions. Recognition Recognition – a guiding principle A guiding principle of this strategy is that it should ensure the importance and value of our hospitality sector is fully recognised. The hospitality sector should be recognised as a major contributor to Melbourne’s global reputation. includes information on the health and value of the hospitality sector. 131390429. Measurable results Ensure the Melbourne Hospitality Strategy report card for 2008-09. 2008-09 action Produce a ‘value of hospitality’ report. Strategic objectives  Seek better support at state and federal level.. gaining recognition for the sector as a stand-alone industry.

and as a leading global food and wine destination. Ensure business expansion or export support for innovative new offers remains a priority for the Business Development Fund. Melbourne’s strong reputation as a leading hospitality destination will increase the health of the sector. results and benefits are planned for 2008-09.3. The growth of innovative business in the city adds to Melbourne’s identity as a cultural and tourist hub. 2008-09 action Through the Small Business Grant Program. . regional.  Deliver hospitality specific campaigns highlighting Melbourne’s unique hospitality experience.  Increase visitation. The following actions. Positioning Positioning – a guiding principle A guiding principle of this strategy is that it should promote and position Melbourne as Australia’s hospitality capital. for the events and for patrons of both.doc Page 9 of 19 and wine destination and drive visitation and spend to the sector. Strategic objectives  Attract and nurture a diverse and distinct hospitality sector that reflects the rich authentic fabric of Melbourne. Enhance local. increasing benefits for the sector. spend and economic returns for the hospitality sector. attract innovative new small businesses to the City of Melbourne and nurture existing businesses looking to expand their offer.  Build Melbourne’s profile as a leading food Hospitality sector benefits Successful hospitality-sector grant applicants gain a unique opportunity to establish and/or expand their innovative hospitality services/products. 131390429. national and international connections and position Melbourne’s hospitality sector through:  local events Measurable results The hospitality sector is valued as one of Melbourne’s key industries.  Provide opportunities for the sector to work with and alongside sporting and cultural events.  tourism ambassador activities  seasonal marketing campaigns and ensuring Melbourne’s hospitality offer is consistently presented in all markets.

Ensure that the City of Melbourne continues to grow and develop the alumni of more than 200 businesses.Commend long-serving small business proprietors for their significant contribution to the prosperity and vitality of Melbourne through the Lord Mayor’s Small Business Proprietor Commendations.doc Page 10 of 19 . The commendations are an opportunity for business proprietors to be formally commended for their commitment to Melbourne. 131390429. The Lord Mayor’s Small Business Proprietor Commendations create a fraternity among small businesses.

Strategic objectives:  The sector provides consistent. The Melbourne Hospitality Advisory Board provides advice and direction on the development of local government services (guidelines) that impact the hospitality sector. 2008-09 action Develop a quarterly newsletter for the hospitality sector. The hospitality sector is considered in the development and delivery of local government and public infrastructure services.a guiding principle A guiding principle of this strategy is that it should ensure the delivery of local government services that contribute to the hospitality sector's professionalism and quality standards. It should ensure local government requirements are communicated via mechanisms and timeframes that suit the needs of hospitality businesses. 131390429. environmentally friendly business practices. Hospitality sector benefits Hospitality businesses are better informed about health inspection services. local government requirements. Services Services .  The hospitality sector and City of Melbourne service providers improve their communication with one another. marketing. global city offering state-of-the-art infrastructure and services.4. with information on events. business services and sustainability practices.doc Page 11 of 19 . noise management. waste management. The following actions. Measurable results Delivery of a quarterly newsletter that is responsive to the needs and expectations of the hospitality sector and distributed to hospitality businesses in the City of Melbourne. a highly skilled workforce and affordable business accommodation. high quality hospitality experiences  Hospitality experiences in Melbourne meet expectations  Hospitality entrepreneurs and businesses enjoy the benefits of a prosperous. results and benefits are planned for 2008-09. Local government services understand. professional. marketing opportunities and business services. health services. A better informed and engaged sector. consider and respond to the needs and expectations of the hospitality sector.

 Measurable data from Epicure at the Town Hospitality sector benefits Green Tables is a structured and easy to follow sustainability program that will reduce business costs of energy/water/waste services (after any relevant payback period for start-up costs. The focus will be on introducing environmental management measures that help small businesses reduce their carbon footprint in cost effective ways.doc Page 12 of 19 . water.5. Hall and Zinc regarding waste.  Melbourne becomes a ‘zero net emissions’ city The following actions. 131390429. results and benefits are planned for 2008-09. Measurable results  Approximately five per cent (150) of Melbourne’s restaurants and cafes sign up to Green Tables during its first year.  Associated reductions in GHG emissions extrapolated from data of participants.) Green Tables provides the sector with an opportunity to be involved in an (inter)nationally recognised sustainability program. Sustainability Sustainability – a guiding principle A guiding principle of this strategy is that it should support and promote businesses and initiatives with positive influences on our environment/ The actions in this strategy should encourage industry sustainability and help the hospitality sector adapt to our changing climate.  Hospitality sector businesses will have every opportunity to ‘do their bit’ in ensuring a sustainable future for our city. Deliver sustainability projects that fit small business community needs. energy savings. Strategic objectives:  The hospitality sector participates in ensuring a sustainable future for Melbourne  The City of Melbourne reduces its ecological footprint to fit within the boundaries of one planet. Develop a sustainable small business strategy to encourage and help small businesses in reducing their carbon footprint. 2008-09 action Facilitate the delivery of Green Tables – an international sustainability accreditation program for restaurants and cafes.  Reduced long-term operating costs. with accredited businesses supported through 'green dining' promotions.

Identify opportunities for the hospitality sector to become involved in City of Melbourne-led sustainability projects.  Reduced long-term operating costs. Hospitality sector businesses will have every opportunity to ‘do their bit’ in ensuring a sustainable future for our city. 131390429.doc Page 13 of 19 . The City of Melbourne is actively working towards reducing its ecological footprint and towards becoming a zero net emissions city.

Continue liaising with the hospitality sector during the development and delivery of local government and public infrastructure services.doc Page 14 of 19 .PAGE 10: ACTION BEYOND 2008-09 Actions for the years 2009-10 through to 2011-12 will be confirmed in the future. attract innovative new small businesses to City of Melbourne and nurture existing businesses looking to expand their offer. Enhance local. regional. national and international connections. 4. . 3. The actions listed here are indicative only. Services 2009-10 Actions Continue the publication of the hospitality sector’s quarterly newsletter initiated in 2008-09. Collaboration 2009-10 Actions Create an action plan to address recommendations in the Economic Profile Report. 1. 131390429. 5. Sustainability 2009-10 Actions Implement recommendations of the Sustainable Small Business Strategy. 2. Implement agreed components of the City of Melbourne’s Cultural Precinct Strategic Framework to enhance the amenity and activation of Melbourne’s three key cultural precincts. Positioning 2009-10 Actions Through the Small Business Grant Program. Support the Melbourne Food and Wine Festival and help position Melbourne as the food and wine capital of Australia. Recognition 2009-10 Actions Produce a second Value of Hospitality report.

doc Page 15 of 19 . The seating capacity of Melbourne cafés and restaurants has increased significantly in recent years.  hospitality services are used by almost all city visitors.  the sector employs a significant number of staff. businesses and others to get a better understanding of how the city is changing and evolving and what people want out of Melbourne. Roy Morgan Research 1996-2007 Melbourne’s hospitality sector is essential to the city’s economic. FEATURE BOX City of Melbourne research The City of Melbourne conducts extensive research into its people and places and into city activities. Each year it increases its lead as a city offering quality hospitality experiences and world class restaurants.PAGES 11-12: MELBOURNE’S HOSPITALITY SECTOR TODAY “Melbourne continues to rank number one in Australia for its total hospitality experience. The City of Melbourne’s CLUE: Census of Land Use and Employment is conducted every two years. including Melbourne’s many thousands of workers. more than many of the city’s largest industries. and  Melbourne’s quality hospitality offerings have established it as a world-class city for dining and entertainment.7 million m2 of Melbourne’s floor space.” Brand Health Survey. Floor space In 2006. The most recent census was conducted in 2006. the hospitality sector occupied more than 1. such as finance and insurance and education and training. social and environmental sustainability because:  a significant portion of the city’s floor space is used for hospitality purposes. 131390429. This research is used by planners. with the next scheduled for 2008.

including eating out at restaurants and shopping. including 73 per cent of visitors who were there to access hospitality services. 389. Weekends in the city In 2006.000 people visited the city on a weekend.000 people visited the city every weekday. This same study found that Melbourne’s hospitality sector is well served when it comes to finding quality produce for its tables but rapid growth means the availability of skilled labour is a concern now and will become more so in the future. with 32 per cent of visitors coming to the city to access hospitality services. Workers made up 48 per cent of visitors. from 41 hotels in 2000 to 58 in 2007. many of the 48 per cent of workers would also access hospitality services during their time in the city. 543. Of course. undertaken by nine out of ten domestic overnight leisure trips in Australia were social activities.Source: CLUE (Census of Land Use and Employment) 2006 A National Institute of Economic and Industry Research Melbourne Hospitality Study (March 2007) found that Melbourne has seen consistent growth in the number of hotels.doc Page 16 of 19 . The number of five-star hotels also increased from eight hotels in 2000 to 12 in 2007. 131390429.” Tourism Victoria Weekdays in the city In 2006. Domestic visitors Nine out of ten domestic visitors taking an overnight leisure trip in Melbourne are in the city for social activities such as eating out at restaurants and shopping. Melbourne visitors “The most popular activities.

International Visitor Survey December 2006 Base: Visitors 15 years and older. 131390429.Source: Tourism Research Australia.doc Page 17 of 19 . Source: Tourism Research Australia. National Visitor Survey Year Ending June 2006 International visitors Close to nine out of ten international visitors say their favourite activity in Australia is eating out at a restaurant and/or café.

PAGE 13: GROWING YOUR BUSINESS The City of Melbourne – here to help The City of Melbourne has worked with the Melbourne Hospitality Advisory Board to develop a strategy that not only presents an achievable vision for the future of hospitality in the city. “hospitality” refers to:      accommodation venues.  easily accessible support from your local council – whether you are establishing or expanding your business.  better access to quality information about doing business in the city. with agreed goals we can all work towards together. The Australian and New Zealand Standard Industrial Classification (ANZSIC) has been used for the production and analysis of industry statistics. ‘Melbourne’ and ‘city’ both refer to the City of Melbourne municipality. The City of Melbourne will work with the sector to ensure our city maintains its competitive edge and winning mix of diverse businesses. pubs and bars. To determine what the city means by “hospitality” the following codes were considered:     4511 – cafes and restaurants 4520 – pubs. casinos. targeted promotion of Melbourne’s hospitality sector locally. We support local businesses of all shapes and sizes. including hospitality-specific statistics and data. Almost every activity undertaken by city visitors includes a hospitality element.doc Page 18 of 19 . interstate and internationally. and culture and recreation. but also identifies new ways we can support your growth and prosperity. Hospitality in Melbourne Hospitality is a critical component of the overall success of city industries such as: retail trade. 131390429. cafes and restaurants. tourism and events. and  a shared vision and commitment for the hospitality sector. and licensed membership based clubs. taverns and bars 4530 – clubs (hospitality) 4400 – accommodation City of Melbourne municipality Within this strategy. Benefits to your business This strategy aims to benefit your business through:  improved. Within this strategy.

au For more information on City of Melbourne research.thatsmelbourne.doc Page 19 of 19 . visit our corporate website: That’s Melbourne website showcases the city’s best restaurants. INSERT MUNICIPAL MAP (NEW BOUNDARIES) PAGE 14: WHERE TO GET MORE INFORMATION For more information on City of Melbourne business support including for the hospitality 131390429. shopping and attractions. www. as well as bars. visit our business-focused website: www.