HospitalityRe view The Official Journal of the Tasmanian Hospitality Association June 2017
IN THIS EDITION:
* The Tasmanian State Budget - key announcements for our industry * Liquor and Gaming update * Reimagining Tourism Tasmania’s marketing * Tasmania’s Greatest Asset * Max Hitchins - 16 things you probably didn’t know about Facebook
THA & TASTAFE AWARDS FOR EXCELLENCE 2017 WILL IT BE ANOTHER RECORD YEAR?
Corporate Partners
• Jura Australia • QikID • Premium Beverages • Tasmanian Hotel & Catering Supplies • Vanquad Vending • Beovista • Thirsty Camel • Wise Employment • Moo Music • Steps • RAMS •WT House Betta Home Living • JobNet • Lion Dairy & Drinks • Parr’s Heat Pump Centre • Hoshizaki Lancer • Collins SBA • Knight Frank • PPCA • Workskills • Samuel Smith & Son • Red Bull • Tas Water • Oakley Textiles • CRE Brokers • Aus Labour & Recruitment • APM • Commonwealth Bank • National Australia Bank • Westpac Bank • ERM • Entertainment Publications • Europcar • The Smiths Snackfood Co • Small Business Safety Systems • First Aid Training Tasmania • ANZ • Bendigo Bank • Aurora • Qantas
CONTENTS
Regulars: 4
Key Events in Tasmania
5 President’s Report 7 General Manager’s Report 8 Membership 10 Industrial Relations 12 Industry Skills and Workforce Development 15 Premier’s Report 17 Opposition Report 19 [THAT] Foundation Report 20 Tourism Tasmania Report 27 Tasmania Police Report 29 Max Hitchins - 16 things you probably didn’t know about Facebook
Features:
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Tasmania’s Greatest Asset
RAMS - Tips to help Self- Employed through the home loan process Drysdale students learning from the world’s best chefs
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CLUBS T A S M A N I A
Established 1839
June 2017 www.australianhotels.asn.au
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Key Events in Tasmania - Jun 2017 to Aug 2017 -
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* Dark Mofo Winter Feast Jun 9 - 18 Hobart
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Jun 8 - 21 Hobart
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* Chef’s Table Dinner Ghost Rock Vineyard
* Winterfire
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Deloraine
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* Steampunk Tasmania Festival
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George Town
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* Festival of Voices Jun 30 - Jul 16
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* Haw vs GWS
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UTAS Stadium
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* Huon Valley Mid Winter Festival Jul 14 - 16
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* Christmas in July at Cradle Mountain Hotel Jul 15 - 22
* Hadley’s Art Prize - Exhibition 15/7 - 25/8 Hadley’s Orient Hotel * Nth Melb vs Melb Blundstone Arena 29
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* Devonport Jazz Festival Jul 27 - 30
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.... the place to be
Photos appear courtesy of Tourism Tasmania
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enquiries@tha.asn.au 03 6220 7300
Hospitality Review
PAUL JUBB State President President’s Report
It was great recognition for the THA in the recent Tasmanian State Budget with the government providing further support to our association for 2017/18. This is on top of the $1.5 Million over four (4) years that the THA receives to implement our THA Strategic Plan and THA ‘Great Customer Experience’ (GCE) Program. The following are some key announcements from the budget for our industry: - Tasmanian Hospitality Association (THA) As part of the Government’s continued commitment to the hospitality sector and in recognition of its critical role in supporting the growth of the Tasmanian tourism industry, $245 000 has been provided to the Tasmanian Hospitality Association (THA). This initiative will assist with the Tasmanian Hospitality Association’s industry marketing, development and coordination activities, including a hospitality industry conference in October, expanded social media presence and continued roll out of the ‘Great Customer Experience’ (GCE) program. Drysdale Centre of Excellence The Government has committed $3.2 million to improve the standards and reputation of TasTAFE’s Drysdale brand in the Tasmanian tourism and hospitality sector through the establishment of Drysdale as a Centre of Excellence. The Government will work with the tourism and hospitality industry and TasTAFE to prioritise the works required for Drysdale to operate as a hub for the Tasmanian visitor economy’s requirements for training and skills development. Kangaroo Bay International Hospitality Training College The Government has committed $200 000 in 2017-18 to support the development of an international hospitality training college. The college is to be established within the premises of a boutique luxury hotel proposed to be developed by the Shandong Chambroad Corporation at Kangaroo Bay in Bellerive. This unique facility will provide training opportunities set in a fully operational hotel and the availability of trainees is expected to complement the needs of the expected growth in hotels in Hobart and across Tasmania. Small Business Grants to Support Apprenticeships and Trainees The Government has committed an additional $2 million over two years starting this year to pilot a grants program to support small business to employ more apprenticeships and trainees. Incentive payments of up to $4K per trainee or apprentice will be provided upon successful completion of major milestones in the first two years of their training. Payroll Tax Rebate (Trainees, Apprentices and Youth) A targeted payroll tax rebate to employers of eligible trainees, apprenticeships and youth. An additional $11 million for Tourism Marketing This funding will be directly invested in domestic and international marketing programs to stimulate demand for travel to Tasmania. Tourism Tasmania will undertake additional marketing activities which build on Tasmania’s distinctive tourism brand, connecting people
culturally and emotionally to Tasmania - it’s what sets us apart as a destination. $8 million to deliver flagship tourism experiences in national parks The Tourism Infrastructure in Parks Program provides a further $8 million over two years to continue the delivery of flagship tourism experiences in national parks and other reserves across the State. Tasmania is increasingly becoming recognised as a world class eco-tourism destination and this initiative further builds on that reputation. An additional $6.8 million towards a Visitor Centre at Cradle Mountain and associated infrastructure, along with viewing facilities at Dove Lake The Budget also includes ongoing investment in stage 3 of the iconic Three Capes. This stage of the development will provide improved access to Cape Raoul and Shipstern Bluff. $6 million as part of our Cycle Tourism Strategy to support new experiences and improve existing trails around Tasmania This includes $1 million already announced for the St Helens Mountain Bike Trail Network to create a unique stacked-loop trail as part of expanding the larger Derby to Blue Tiers project. Capping electricity prices to protect households and small businesses from national electricity price bill shock - saving average households around $300 per year Relief for medium to large Tasmanian businesses from national electricity market volatility - $20m $60m to councils for TasWater returns - takeover will save average customers up to $550 over six years
For more information go to http://www.treasury.tas.gov. au/budget-and-financial-management/2017-18-tasmanian- budget
June 2017 www.australianhotels.asn.au
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Hospitality Review
General Manager’s Report STEVE OLD General Manager
THA Awards for Excellence On Monday the 21st August we once again celebrate the very best in hospitality at the 2017 THA and TasTAFE Awards for Excellence event at Wrest Point. It is exciting to announce that last year we had a record number of nominations and this year we have passed that once again. We have 344 nominations which is 17 up on 2016 with 5 categories having a very significant increase in nominations which is exciting. It is also great to announce that we have 110 venues nominated for this year’s award which is the exact same as last year but we have 38 new venues who didn’t nominate last year. This year’s event is going to be huge, so make sure you don’t delay and keep an eye out for ticket information and purchase your ticket or table as soon as possible. Make sure you don’t miss out! THA and Bendigo Bank I am also very pleased that the THA and Bendigo Bank are proud to announce that we have entered into a partnership that will provide our members with an exclusive THA benefits package. As a Tasmanian Hospitality Association member, you’ll receive some fantastic banking benefits for you and your staff - from waived fees to interest rate discounts. You’ll have access to an extensive selection of products rivalling any bank in the country, a dedicated Bendigo Bank Relationship Banker, and a level of service on which Bendigo Bank has built its reputation. Why have we partnered? Simply, because both companies share a vision to build strong, sustainable local communities. Thanks to Bendigo Bank customers, they have returned $165 million to help fund hundreds of vital projects in communities across Australia, and support truly global movements such as Oxfam and Earth Hour. Your banking is the catalyst for positive change. A Relationship Banker will be in contact with you to book in a time to visit your workplace to discuss how the THA members’ privileges package
would benefit your business along with outlining the very attractive options that are available for your staff. The THA looks forward to a long and prosperous relationship with Bendigo Bank for the benefit of its members.
State Election As you are all aware, we are heading to another state election within the next 9 months. The THA is hard at work on our election policy for the industry and as always, we are happy to hear any thoughts or ideas from members. We know that IR, training, staff recruitment, electricity pricing, taxation and water and sewerage are all major issues for our members. If you have any specific issues or ideas that you as a member would like raised on behalf of your business or community, please make contact with our office through one of our THA staff or call the office and let us know. The THA is committed to get the very best election policy from all parties that benefit you - our members!
June 2017 www.australianhotels.asn.au
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Membership Report
ANTHONY MCCONNON The THA recently met with Liquor and Gaming management and staff to discuss issues affecting our industry. The meeting is a regular catch up where we are able to bring to the surface issues our members face each day and also get an update on what treasury has been up to and what they have in the pipeline. Points raised at our last meeting included: Barring Orders - A reminder to all licensees that this process is available to you. To date, there have only been 4 orders issued to patrons by police since their introduction and none by individual venues. For more information on barring patrons from your venue, go to http://www.treasury.tas. gov.au/Documents/Barringorders.pdf Digital Licensing - Liquor and Gaming are considering commencing the process of issuing liquor licenses digitally with soft copies issued. Prescribed Duties - The department is seeking input from the industry in regards to what the industry feels special employees should be doing. For example is there a real requirement for Keno operators to be licensed? The department will assess the needs and wants and make changes if required. Community Interest Test - Community Interest Test report for Gaming by the Commission should be to Treasurer by mid-June for his decision/ approval. We will keep you up to date as more information comes to hand. It’s always interesting to keep an eye on where the industry is at in regards to the total number of liquor licenses which are currently in operation around Tasmania and how this figure compares to previous years. As of the 6th of April, there were a total of 1658 General, Special, Off, Club and On licenses in operation around the state. As you can see in the table below, at the end of the last financial year there were a total of 1603 liquor licenses in operation compared to 1147 at the end of the 2002 financial year. The extra numbers in On, Off and Special licenses are the main contributors to the increase. This information is always available on the Liquor and Gaming website. In addition to current license information, the website also holds new liquor license application data and recent application decisions made by the Commissioner for Licensing.
Type of Liquor Licence
End of financial year
General
Special
Off
Club Special Wine Producer
On
Total
2016 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002
333 332 327 323 325 330 325 310 312 311 308 307 306 302 304
628 612 577 569 575 570 565 536 544 530 512 489 511 477 467
83 76 67 64 66 55 49 46 40 35 29 18 18 17
196 199 200 198 203 207 205 205 209 210 209 210 210 206 208
161 163 156 165 170 167 161 160 164 155 153 145 151 137 129
202 191 167 162 149 140 124 121 113 106
1603 1573 1494 1481 1488 1469 1429 1378 1382 1347 1295 1240 1258 1183 1147
84 71 62 44 31
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enquiries@tha.asn.au 03 6220 7300
Hospitality Review
DC Payments Following lengthy discussions, the THA is pleased to announce that an agreement has been reached with ATM supplier DC Payments (now part of Cardtronics) regarding the terms and conditions of ATM supply contracts with THA members. In recent times, the Australian Hotels Association (AHA) national body raised concerns regarding a number of onerous conditions, including automatic rollover terms, rights of first refusal and unilateral fee increases. Agreement reached DC Payments has agreed to adopt the Industry Standard Agreement developed by the AHA NSW as its default agreement and have provided the following commitments in terms of a transition to the industry standard agreement. • THA Members who are in the initial term or an extended term of their agreement, DC Payments will on request transition members across to the Industry Standard Agreement for the balance of any remaining period on the same commercial terms • Members that elect to transfer their agreement will not be bound by the provisions of any automatic rollover terms, whether or not they have entered the notice period for termination of the agreement. • Any member either renegotiating the terms of an agreement or negotiating with a view to entering a new agreement with DC Payments will be offered the Industry Standard Agreement on a default basis • Please bear in mind however that any member seeking to discontinue a current DC Payments agreement will be bound by the existing discontinuance fees and terms Service Bureau The AHA and DC Payments have also discussed feedback from members regarding service and maintenance issues. DC Payments have committed to working with the THA and our members to improving service standards and have agreed to the introduction of an AHA Member Service Bureau to assist in expediting member service issues. • THA members requiring ATM technical support should first contact DC Payments helpdesk on 1800 301 100. • If the matter is not addressed satisfactorily then THA members can escalate via email to ahaatmsupport@dcpayments.com.au The AHA will continue to monitor these service standards closely on behalf of its members. THA Members must contact DC Payments if they wish to transition Importantly, the Industry Standard Agreement is only being offered by DC Payments to THA / AHA Members. However, if you wish to transition to you will need to contact DC Payments by contacting your DC Payments account representative directly or their sales department by emailing sales@dcpayments.com.au or phoning 1300 305 600. DC Payments will process these requests on a best endeavours basis. The THA recently released its monthly accommodation survey results for April 2017. As can be seen in the table below the state as a collective had a 1.71% increase in average occupancy compared to April 2016 (79.04% to 80.74%). The South of the state had the largest increase in occupancy which was a 4.64% increase climbing from 83.56% to 88.20%. The north also had an increase in average occupancy of 0.24% (79.30% to 79.54%), however the North West experienced a decrease of -2.65% (65.74% to 63.09%). The state’s average annual occupancy (May 2016 to April 2017) also had an increase of 0.27% compared to the previous 12 months. THA & TASTAFE AWARDS FOR EXCELLENCE MONDAY AUGUST 21 ** SAVE THE DATE **
Regional Occupancy and Room Rates –April 2017
Avg Annual Occupancy*
Region South North
April 2017 Occupancy
April 2017 Room Rate April 2017 Yield
88.20% (+4.64%) 79.54% (+0.24%) 63.09% (-2.65%) 80.74% (+1.71%)
82.91% (+0.90%) 71.80% (-0.35%) 58.27% (+0.44%) 75.22% (+0.27%)
$193.80 (+$6.22) $160.07 (+$15.58) $136.72 (+$6.40) $175.63 (+$8.11)
$170.93 (+$14.18) $127.32 (+$12.74) $86.25 (+$0.58) $141.81 (+$9.40)
North West Tasmania
continued on page 29
June 2017 www.australianhotels.asn.au
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Industrial Relations Report MERV SALTMARSH IR & HR Manager
Employment Types - Getting it Right
This article will focus on the different employment types of individuals who are employees under the law. It is important to clearly define the employment type of each and every employee that the business employs, as different employment types attract different entitlements. Although the applicable Modern Award will set out the specific rules for categorising full-time, part-time and casual employees in a particular industry, this article will provide you with general guidance and clarify 'workplace myths' that sometimes arise. Full-time Employees A full time employee is a person who is generally employed to work at least thirty-eight (38) hours each week. If an employee works more than thirty eight hours in a week, then usually the employee is entitled to be paid at overtime rates, or to receive paid time off in lieu of overtime payment. An employer is required to either guarantee a full-time employee with at least thirty-eight (38) hours of work each week, or if this is not possible, the employer will still generally need to pay a full-time employee for thirty-eight (38) hours of work. Full-time employees are entitled to the following types of leave each year: • Four (4) weeks of paid annual leave • Ten (10) days of paid personal / carer's leave • Two (2) days of paid compassionate leave for each permissible occasion • Two (2) days of unpaid carer's leave
• Community Service Leave (i.e. jury duty) • Payment for not working on a Public Holiday
Part-time Employees A part time employee is a person who is employed to work less than thirty-eight (38) hours each week on a reasonably predictable basis. There is usually a minimum number of hour per shift that an employer can require a part-time employee to work (generally, it is either a minimum of 3 or 4 hours). Some Modern Awards require an employer to enter into a written agreement with a part-time employee, specifying the following: • the agreed hours to be worked each week, and each day Generally, a change in the hours of work for a part-time employee can only be made by written agreement between the employer and the employee, and changes in the days of work can be made by the employer giving the employee certain notice. Any hours worked in excess of the agreed daily or weekly hours are generally to be paid at overtime rates (or paid time off in lieu of overtime payment). Note that there is no such thing as a 'casual part-time employee', as part-time employment is always 'permanent' in nature. • which days of the week the employee will work • the actual starting and finishing time each day
Part-time employees are entitled to the following types of leave
Time sheet books and crowd control registers are available at special prices to our members: Crowd Control Registers - $20 each Time Sheet Books - $15 each
Please call the office of the Tasmanian Hospitality Association on 6220 7300 or email Will on will@tha.asn.au to place your order.
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Hospitality Review
each year:
leave.
• Four (4) weeks of paid annual leave on a pro-rata basis • Ten (10) days of paid personal / carer's leave on a pro-rata basis • Two (2) days of paid compassionate leave for each permissible occasion • Two (2) days of unpaid carer's leave • Community Service Leave (i.e. jury duty) • Payment for not working on a Public Holiday (only if the employee normally works on the day that the Public Holiday falls on) Casual Employees A casual employee is generally a person who is 'engaged to work as such', for a minimum number of hours per shift (generally, it is either a minimum of 3 or 4 hours). Although Modern Awards do not generally define what a casual employee is, traditionally casual employees work different hours each week, on different days each week, and at different times (although it is possible to have a casual employee working the same hours each week, on the same days and at the same times, depending on the Modern Award that applies). Some Modern Awards have referred to a 'regular casual employee', which is a casual employee who works on a regular and systematic basis. After six (6) months of working as a regular casual employee, these types of employees have the option of converting to either full- time or part-time employment. Casual employees are paid an additional 'casual loading', and are therefore not entitled to the same paid leave that other employees are entitled to. Depending on the Modern Award that applies, casual employee may be entitled to penalty / overtime rates for working in excess of a certain number of hours each day or week. Casual employees are only entitled to two (2) days of unpaid carer's
All Employees All employees are entitled to unpaid parental leave, as well as long service leave (depending on the state / territory long service leave laws). Summary As you can see, different types of employment are subject to different rules and entitlements. Some experiences indicate the following: • Casual employees working 38 hours every week (in contravention of a particular Modern Award), receiving a casual loading, and later claiming annual leave in addition to the casual loading; • Full-time employees who have their hours reduced to 30 hours each week, and are only paid for 30 hours, without their consent. Such employees have been able to claim the difference between their actual pay, and the pay they would have received if they had worked full-time hours. Employers should first establish which of the above three employment types they intend to classify an employee, and then have a written employment contract that clearly indicates what that employment type is. Generally, any change to this employment type needs to be agreed to by the employee, and the change should also be documented. By members implementing Contract templates for new and existing employees will circumvent any potential or real claims and minimize external disputes or legal action. We are only one phone call or face to face meeting away from discussing and reviewing contracts of employment for your organisation.
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June 2017 www.australianhotels.asn.au
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Industry Skills and Workforce Development STEPHEN LONG Industry Skills and Workforce Manager
Pete, Ross and I continue to work on components of the THA Workforce Plan and in this article I would like to concentrate on our progress with 3 of the projects, they are:
Project
Outcome
engagement with employment sources - JobActive providers, Not for Profits and Disability providers etc
more available employment sources – find the right ones
formation of a young and successful ambassador fleet
engage the right students in schools by providing ambassadors they can identify with skills development across the industry – at the venue – regionally based
continuation of the THA Great Customer Experience program,
Employment Sources We have had a huge engagement round with the employment agencies presenting to them our Hospitality Awareness Program. A program designed to provide information and awareness to employment agency clients. The clients will attend sessions where we will engage them with presenters who will need to be able to: • Promote the industry and all its concepts, careers and options – preferably experienced in industry • Work with and listen to various agencies, and recognise and respect the specific requirements each may have • Engage and bring out interest in participants and be adaptable to a number of specific client needs • Present video presentations and “read the room” while they are showing – using pause, discussion and rerun options to make sure messaging is engaging and understood. Able to use real life experiences to support messaging. • Provide practical training where required – basic beer and coffee, carry a plate etc • Supervise the group, with assistance from agencies, where tours of venues are arranged Participants who see it through get a THA badged certificate. THA will market this to industry as a good thing to have – shows initiative and commitment, and a better knowledge of industry requirements • The major outcome we are looking for is further training. When participants finish the awareness sessions we want to see them volunteering for further training – we will work that out and provide as Skill Sets training – 3 or 4 Units of Competency. The certificate that will come from completion of this will be THA badged and THA will direct market these clients to industry. • Timings will roughly be: - Mid-June to end July for presentations - August and September for training outcomes - October onwards for employment Keep an eye out for the advice we will be providing about prospective employees who come through this process. Ambassador Fleet If you are a young person in the industry with a great story of success and like communicating to students (in particular) how great our industry is, we need you. The experience you get as an Ambassador will serve you well as you transition into the next layer of industry leaders. There are two very good reasons for us concentrating on young and already successful industry people for our Ambassador fleet – they can engage the young people they are presenting to at a generational level and they are already moving into the management layers in venues. Our Ambassadorial roles are already educating these young leaders of tomorrow and making them much more capable of dealing with emerging issues – technology, changes in social standards and behaviours etc.
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Hospitality Review
WE NEED MORE AMBASSADORS
Currently our fleet covers off many parts of the state but we need more – if you are young and successful and want to be involved please ring Pete Handy on 0404 031 004 or email him at pete@tha.asn.au.
The Great Customer Experience program (GCE) The GCE rolls on and we now have 400 venues in the program at various stages. We have had some great results in developing training needs and are already getting this out to providers. Some of the needs we have identified are:
3 Ways to Get Your Servers to Sell More
How To Manage Stress
Bar - Cocktail Making
How to open and serve a bottle of wine How To Personalise The Customer Experience How To Respond To A Guest’s Complaint Identifying and Satisfying Unhappy Customers Leadership and Management Training Low Cost Ways To Promote Your Business
Coffee
Communicating With Restaurant Guests- Likeability
Cultural Awareness Cultural Diversity Customer Complaints
Customer Service
Managing Conflict
Customer Service (While at the table)
Marketing
Dealing with a Hostile Guest
Procedures and Processes
Dealing with Complaints On Social Media Dealing with Difficult Customers Defining Your Social Media Personality General table service techniques
Quick Tips for Training Your Servers to Sell
Red Wine Superstars
Responding To Questions When You Don't Know The Answer
Service time
Handling Conflict
Setting Your Social Media Goals State Growth Digital Ready Program
How Managers Can Multitask and Save Time
How Servers Can Set Priorities
Team Building
How Servers Can Sell Using Descriptions How To Build Trust With Customers How to clear Glass ware from a Table How To Find Your Social Media Audience How To Get More Social Media Followers How to get The Most Out of Your Team How to Introduce Servers to Selling How to keep staff accountable How To Look Like A Pro Server How To Make Menu Recommendations How To Make Your Team Cost-Conscious How To Hold A Wine Glass
Cocktail making Schedule Coffee Preparation schedule Customer Service- Basics (Staff)
How To Ensure Your Team Provides Consistent Service
Kitchen Costs Schedule
Schedule- Food & Beverage- Table Service
Schedule- General Communication
Schedule- Serving Staff- Selling Techniques
Whisky Schedule
Wine Knowledge Basics Schedule
Using Cross Promotions on Social Media
White Wine Superstars
Wine Knowledge
Wine Service
If you want to participate and be able to send back messages like the one below – contact me at Stephen@tha.asn.au : Just following up from the GCE last Thursday. It was fabulous and a breath of fresh air to hear someone reiterate and confirm what I’ve been saying and doing for the last 20 years. As one team member said it was stuff they already knew but hearing it from someone else in a different way made them realise the importance of the guest and running a business. It wasn’t just me rambling on for the sake of it. This stuff is actually real. I feel like someone has my back!!! [Thankyou]”
June 2017 www.australianhotels.asn.au
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Hospitality Review
Premier’s Report WILL HODGMAN Premier and Minister for Tourism, Hospitality and Events
A Budget for hospitality, tourism and skills Particularly relevant for the hospitality sector we have introduced payroll incentives for businesses to take on trainees or apprentices which will save these businesses some $17 million.
This year’s Budget is all about Building Tasmania’s Future. Jobs, particularly for young Tasmanians are a key focus, and many of the opportunities for jobs are in our booming tourism and hospitality sectors. In this Budget we are investing to maintain the boom in the visitor economy, we are supporting hospitality and tourism businesses to grow, and ensuring that our training facilities are world class. Firstly, I am pleased to confirm that we will partner with the Tasmanian Hospitality Association through $245 000 to the THA to assist with industry marketing and development, a hospitality industry conference and the continued roll out of the Great Customer Experience program. Of course, as a sector hospitality is a vital part of our tourism economy which currently sees over 1.2 million visitors to Tasmania each year who collectively spend some $2.14 billion while they are here, and this will only get bigger as we head towards our T21 target of 1.5 million visitors a year by 2020. In this Budget we are providing $11 million to stimulate more demand for leisure travel to Tasmania. This will be directly invested in domestic and international marketing programs. Bringing visitors to our state is great for the economy and local jobs however if we are to further build on our reputation as a must see destination we have to exceed expectations with the quality of our services and visitor experiences. There’s an additional $1.7 million to further drive our visitor economy through the Tasmanian Visitor Engagement Strategy, Destination Action Plans across the state and by supporting the actions resulting from the Tasmanian tourism and hospitality workforce development review. Importantly, you have told us you are always in need of new and young staff to fill positions across the board – staff you can train specifically for your businesses. So we have responded through this year’s Budget to provide that support to bring more young Tasmanians into the workforce.
We are now also providing grants of $4 000 for small businesses to employ a trainee or apprentice through the Small Business Grants to Support Apprentices and Trainees program to help small business employ more new staff that are ideally suited to their business. Of course, the tourism and hospitality sector also has a need for more qualified and capable staff as well as a pipeline of people to deliver the high quality experience our visitors expect. To provide the high-level of training required in the industry and build on the reputation of the TasTAFE Drysdale campuses we will invest $3.2 million over two years in the 2017-18 Budget for the new Drysdale Centre of Excellence. The Drysdale Centre of Excellence will operate as a central and recognised hub for the state’s hospitality industry, including traditional competitors, as well as local training providers to deliver broader, deeper and more industry-driven skills across the board. The Centre of Excellence will be a beacon of professional standard hospitality training across the state for turning out qualified staff. Additionally, we will provide a $200 000 one-off injection in 2017- 18 to establish the Kangaroo Bay International Hospitality Training College as part of the new $45 million boutique hotel development to be built by Shandong Chambroad Corporation at Bellerive. The Training College will provide another career training option in hospitality through TasTAFE with a focus on the high-end international visitor economy, providing more choices for young trainees as well as establishing a larger pool of talented hospitality staff across the state. Across our Budget there are many opportunities for the hospitality sector in Tasmania and we are right behind you with the support you need in bringing the tourism dollar to the state, training and finding staff, as well as growing your businesses.
Be a Part of the Art! Be a Part of the Art!
Originally built by convict labour in 1834, Hadley’s Orient Hotel is one of the oldest boutique hotels in Australia. The National Trust listed venue is home to 71 elegantly styled accommodation suites, hotel rooms and stunning event spaces. Originally built i t l o r in 1834, Hadle ’s l i e of the oldest bo ti tralia. The Natio l is home to 71 ele l a commodatio s it , t l roo s and stunning event spaces.
This charming venue has a rich history interwoven with art and now plays host to Hadley’s Art Prize, Hobart, a major acquisitive landscape art award in Australia. With two beautifully custom-designed galleries, Hadley’s Orient Hotel invites guests to discover Australia’s finest co temporary landscape artists. This charming venue has a rich history interwoven with art and now plays host o Hadley’s Art Prize, Hobart, a major acquis t ve landscape art aw rd in Australia. With two beautifully custom-designed galleries, Hadley’s Orient Hotel invites guests to discover Australia’s finest contemporary landscape artists.
June 2017 www.australianhotels.asn.au
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enquiries@tha.asn.au 03 6220 7300
Hospitality Review
SCOTT BACON Opposition Spokesman for Tourism and Hospitality Opposition Report
Labor was proud to respond to this year’s state budget by releasing our Economic Direction Statement. The document clearly sets out Labor’s priorities for Tasmania and how we would implement them if we are fortunate to win the next election. We are proud of the work that has gone into the statement and we look forward to engaging with Tasmanians about the policies we’ve announced. Part of our goal to help create more full-time jobs in the state is the establishment of eight Industry Advisory Councils. Included in the eight proposed councils is one focussed on Tourism, Hospitality, Festivals, Heritage and the Arts. We believe it will be a terrific link between industry leaders, education providers and government ministers. We want to inspire Tasmanians of all ages to think about carving out full-time careers for themselves in hospitality. The Industry Advisory Councils will engage with the sector to understand exactly what government can do to help businesses find the right staff. A portion of part-time and casual jobs in the workforce is inevitable but we’d like to reverse the current trend back towards full-time employment.
We want to know what it would take for some businesses to turn a casual or part-time employee into a full-time or permanent member of staff. The more people work, the more confident they are to spend. Labor has also announced that we will match the Government’s commitment to payroll tax rebates and bonuses for businesses employing apprentices that fall under the payroll tax threshold. These are positive policies that will hopefully see hundreds of new apprentices start work across Tasmania. Recently we’ve seen TasTAFE in the news for the wrong reasons but Labor is absolutely committed to improving the organisation’s culture and making it the best it can be. We want to see a larger percentage of training dollars staying here to strengthen TasTAFE’s reputation and to help attract highly skilled staff to the organisation. With strong leadership, TasTAFE can play a key role in Tasmania’s economic future. I’d really like to discuss Labor’s policies with all THA members and look forward to catching up with as many of you as possible over the coming months. Please feel free to contact me – scott.bacon@parliament.tas.gov.au or call my office on 62122383.
Great Customer Experience Training Skill-Set The Great Customer Experience Program is funded by the Department of State Growth to raise standards in Hospitality and Tourism venues across Tasmania. The intent of this training is not only to support businesses participating in the program but also for hospitality and tourism businesses operating in regional and remote areas. Outside the Square Solutions are a major training partner of the THA and are pleased to offer the GCE Training Skill-Set state wide: INCLUDED UNITS - $10.00 per unit
SITXCCS006 Provide service to customers SITXCOM002 Show social and cultural sensitivity SITHFAB014 Provide table service of food and beverage SITXFSA001 Use hygienic practices for food safety SITXCCS007 Enhance the customer service experience
SITHFAB002 Provide responsible service of alcohol*
SITXFIN001 Process financial transactions
SITHFAB003 Operate a bar
SITHFAB005 Prepare and serve espresso coffee
SITXCOM005 Manage conflict
SITHGAM001 Provide responsible gambling services*
*The number of units required in a skill-set can be one or more, except where RSA or Gaming units are selected. *The RSA and Gaming units cannot be delivered as single units and must form part of a skill-set. For more information, please contact Outside the Square Solutions. Level 1, 73-75 Mount Street, Burnie (03) 6432 3336 admin@outsidethesquaresolutions.net.au
RTO #40715
June 2017 www.australianhotels.asn.au
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S Y ULTIMATE
013959 95GX72 5” HAMBURGER BUN 9772 SPEEDIBAKE HAMBURGER BUN 099167 1.5K(8) TASTY CHEESE SLICES MAINLAND CHEESE SLICES 247633 85GX20(3) AUSSIE CLASSIC BEEF BURGER CULINARY SELECT BEEF BURGER 030051 2.5K(2) RINDLESS MIDDLE BACON KR CASTLEMAINE BACON 041603 A10(3) SLICED BEETROOT EDGELL BEETROOT
CALL 131 733
pfdfoods.com.au
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enquiries@tha.asn.au 03 6220 7300
Hospitality Review
CHRIS SYMONS Chair
from the chair
We have had a very busy May with requests for support increasing as more people find out about the work we are doing. Donations Below are some of the people we have been supporting.
Jeffrey suffers from a range of medical issues, as well as autism and anxiety. Because of these conditions, Jeffrey is not doing as well in school as he might do, and this is a critical age for him to build up numeracy and literacy skills if he is to have a bright and independent future. The foundation was able to purchase items to support Jeffrey's sensory needs which will help him to concentrate and develop to his full potential. There are also items to support Jeffrey at home with quiet times and sleep time.
We were able to support two Jordan River students undertake a trip of a lifetime. Josh and Lisa are stepping well outside their comfort zone and taking an 8 night trip on Windeward Bound. Lisa has never been on a boat so sailing to Strahan should be a real eye opener. This trip will allow the students to work on team work, communication, leadership and other skills to assist them in their transition post year 12. CHILDREN IN NEED If you know of any children requiring assistance and/ or are able to support with donations please do not hesitate to contact me (0408 075 734 or csymons@ goodstart.org.au ) or one of the other board members to discuss if we can assist.
June 2017 www.australianhotels.asn.au
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Tourism Tasmania Report JOHN FITZGERALD CEO, Tourism Tasmania
Late last month I spoke at the Tasmanian Tourism Conference in Launceston about a number of ways in which Tourism Tasmania aims to better market our state in the coming year. Under the conference theme of ‘Reimagine’, around 400 operators, industry colleagues and tourism stakeholders came together over two days to consider the kind of tourism industry we want for the future. With our state’s visitor economy performing so strongly at the moment, it was the perfect time to begin looking at how we all can reimagine our products, destinations, businesses and our marketing to set the tourism industry up for the years ahead. During the conference, the government and industry released the third T21 Visitor Economy Strategy Progress Report. It showed that we are progressing well towards our visitor economy goals and have achieved a great deal together over the past six months. You can find out more about these achievements at www.t21.net.au. However, even though so much has been achieved already, we know Reimagining Tourism Tasmania’s marketing
there is a lot more work to be done if we are to reach our goals. With the aim of connecting people culturally and emotionally to Tasmania through our domestic and international marketing programs, Tourism Tasmania is looking at how we can best achieve this over the coming years. In keeping with the conference’s ‘Reimagine’ theme, we are reimagining how we will do our best marketing in the years ahead. Of course, the extra $11 million allocated in the latest State Budget for tourism marketing is great news. It will lift our annual marketing budget to around $18 million and expand our marketing efforts. This includes reimagining our tourism brand to make sure it remains important and relevant in today’s changing world. Having a vibrant and unique destination brand presents a compelling and readily identifiable character for the state, creating cut-through in an increasingly noisy market place and ensuring consistency of message when talking to our customers through different channels and touch points. We recently commenced a Brand 2.0 project to review our tourism brand and customer segments. With the Tasmanian Government
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Hospitality Review
currently looking at the broader state brand, we also have the opportunity to make sure our tourism brand fits nicely under Tassie’s overall brand umbrella. We are also reimagining our domestic market segments. We recently completed a domestic market segmentation study to review our current target audience and see if there was potential to expand our future pool of customers in a targeted way. The new study explored groups of travellers according to their travel and emotive needs, identified the emotional needs that a destination like Tasmania best fulfilled, and tested our ‘right to play’ amongst the various groups. This is exciting work and we plan to develop a target audience profile for Tasmania from this. We still need to do a bit more work on it and hope to start sharing more information about our new customer segments later this year. We are reimagining our international marketing approach, to make sure we concentrate our efforts in the source markets that will provide the best international tourism growth for Tasmania. Our recent review has confirmed that our current Asian, European and North American market priorities are still the most relevant. However it also identified new ways for us to operate in these markets. More information about this approach will be published later this month and will include the already known decision to recruit in-country representatives in Hong Kong, China, Singapore, Germany and the USA. And we are also reimagining the relationship we have with our customers. With around 70 per cent of Tasmanian visitors being repeat visitors, we have a great opportunity to build a more enduring relationship and enhance our understanding of them, through the use of
sophisticated digital technology. The aim is to be able to customise our engagement with every visitor, based on their behaviours, interests and travel preferences. We are currently developing a digital transformation project to achieve this and hope to be trialling it in 2017-18. We are also making plans in other areas of our marketing including the content we produce and the channels we use to deliver it; the partnerships we will cultivate to extend our marketing globally, our efforts in securing more air capacity and our plan to create more advocates for Tasmania. The latter is an exciting area for the future. Our recent #Tassiestyle summer advocacy campaign exceeded all expectations with over 40 000 entries from operators, locals and visitors sharing key moments that portrayed their experience of Tasmania last summer. With Tasmanians playing such a big role in this success, we’re planning to invite the local community to play an even bigger role in attracting visitors to the state, through a Tasmanian brand advocacy program we’re aiming to introduce this year. And finally, we are reimagining our annual marketing program, introducing an ‘always on’ approach to our marketing, providing a continuous year round marketing program. Lastly, I’m pleased to report that Emma Terry has now started with us as our new Chief Marketing Officer. Emma has more than 17 years’ experience in marketing, strategy and international business, and as a passionate Tasmanian, has promoted our state nationally and internationally while working across a range of industries. Emma is already on the job developing our future marketing program. I know she is excited about her new appointment and is already getting around and meeting members of our tourism and hospitality industry.
June 2017 www.australianhotels.asn.au
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Greatest Asset Amongst the plethora of Vocational Education & Training (VET) providers popping up weekly, Tasmania’s own Asset Training privately run by Russell Allie, has stood the test of time and continues to provide Tasmanians with quality courses in Cleaning, Security, First Aid, Hospitality, Housekeeping and Health Services. Asset Training was established by Russell in 2004 and has continued to grow. Much of this growth is credited to the teaching style of Russell and his staff, with a focus on simulated worksite based learning - developing student’s skills in the hope that better employment outcomes are achievable upon completion. It is a focus that stands out among VET providers with the majority of courses now being delivered online by VET providers. “Simulated worksite based learning allows us to ensure we are sending students out with the skills required to obtain gainful employment opportunities.” Russell Allie - Asset Training CEO Recently, due to the growth of the business, Asset Training has relocated to a new premise on Cambridge Road in Mornington. The new premise has facilities to deliver their nationally recognised barista course and housekeeping courses. Our kitchen holds two commercial barista machines used in the delivery of our nationally recognised course. While, upstairs the facility accommodates two fully furnished rooms to assist with the practical delivery components of our housekeeping courses. Elizabeth Sheppard, whose vast knowledge of all things hospitality means that Asset Training are able to deliver one of the few nationally recognised barista courses in Tasmania. Employing people who are passionate about the courses they deliver has been fundamental in Asset Training’s strategic plan. All our staff are industry trained with on the job experience. Asset Training has fully qualified assessors at both ends of the state to help deliver qualifications in cleaning operations which open doors for students to work across many fractions of the industry. The passion showed by Russell and Giulia in their desire to achieve better outcomes for students is assisted by the associated practical experience embedded in the delivery of cleaning operations courses. “We are extremely proud of the number of students who come through our courses that acquire work based on the receipt of their qualification.” Russell Allie - Asset Training CEO. Asset Training’s continued commitment to delivering quality simulated worksite based learning in an environment that encourages inclusion and self-improvement means that students with varying levels of education, cultural backgrounds or disabilities are all able to acquire qualifications which will help them achieve realistic outcomes and not only enrich their own lives, but also the lives of others within the community. For more information about Asset Training and the courses they provide please visit www.asset-training.com or call 03 62446642.
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Hospitality Review
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