one voice for travel and tourism

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BOARD APPROVED STRATEGY FOR THE ORGANISATION

TBCSA is defined as a registered non-profit, private organisation which represents the voice of organised businesses in South Africa’s travel and tourism sector. We are a body that brings together the relevant internal and external stakeholders together, under the common umbrella to manage issues affecting role-players in the sector.

Objectives of the Organisation

  • To grow the industry by creating synergy between business and government
  • To be the knowledge/information leader in the tourism industry
  • To be the voice on key macro-economic issues impacting the sector
  • To align our member constituency strategically
  • To redefine the TOMSA value proposition
  • To identify other areas of income to ensure long-term TBCSA sustainability
  • To drive the regional travel and tourism development agenda

KEY DELIVERABLES IN EACH FUNCTIONAL DIVISION:

Member retention and TOMSA growth remain key focus areas for the organisation. Our Member Relations and TOMSA growth strategy for 2017 will focus on the following drivers:

  • TBCSA membership growth – our focus in 2017 will be working to update our membership structure and member code of conduct; 
  • Membership ROI – We will pay special attention to ensure that our members see the return on investment in affiliating to the TBCSA by analysing member needs periodically to ensure that we reposition the TBCSA value proposition;
  • Member engagement and Communications – We will continue to host member meetings and use trade shows as a platform for us to engage members. Furthermore, we plan to re-introduce the concept of member networking events, in line with the member feedback received
  • Leveraging on the publicity generated from the 2016 Finders Keeper’s Campaign will be a key focus for the sales and promotions of TOMSA next year; explore other avenues to provide benefits to levy contributors and put together terms of reference for contributors to leverage on the TOMSA collaborative fund;

Member engagement and Communications is identified as a priority in the TBCSA 2015-16 Organisational Strategy. In 2017 our goal is to implement a strategic communications programme that will strengthen the position of the TBCSA as follows:

  • leading advocate for the growth and development of a sustainable, competitive and inclusive Travel and Tourism sector (amongst members and levy contributors);
  • the credible channel for engagement and collaboration with business in the Travel and Tourism sector (amongst stakeholders);
  • a credible and reliable information source of information on the business of Travel and Tourism in South Africa (amongst members, TOMSA levy contributors, stakeholders, media and the public at large).

Content development – Public Relations and Communications will work closely with the Policy, Knowledge and Research unit to increase the organisation’s production of original content and ensure that we articulate our members, levy contributors and various stakeholders’ perspective on political and socio-economic developments impacting on the sector:

  • Production of position and policy statements in line with our macro-economic priorities
  • Production of publications and research reports
  • Production of the TBCSA Weekly member update and Opinion Pieces

We plan to continue with the distribution of our weekly member e-newsletters and bolster our thought leadership approach to leverage on the expertise and experience of our members and leadership, facilitating and creating platforms where they can express their ideas and views (at that of the TBCSA ‘collective’) through a proactive content driven programme.

We will also have strong focus on consolidation and alignment in terms of our messaging, brand identity, web and social media presence and engagement, as well as the dissemination of information so as to achieve a greater level of consistency and coherence.

Web and social media will continue to play a critical role in our PR and Communications activities – we plan to improve the visitor experience to our website by ensuring that we provide relevant information and tools that will further boost web traffic flow and interaction. We also plan on leveraging on social media tools and online member communities as a platform for member engagement.

To further support the work of our strategic projects, we will activate promotional campaigns for the Tourism Business Index; Tourism Safety Initiative (awareness campaign); leverage on the 2016 Finders Keepers Competition and generate more PR mileage for TOMSA levy contributors

As the principle conduit and coordinator for the voice of travel and tourism, it is essential that the TBCSA not only be reactive but also be proactive when it comes to policy and legislative matters. We will contexualise legislative issues on behalf of members and be in a position to influence Government discourse and decision-making. As such we will prioritise the following activities:

  • Policy Analysis – the production of position papers based on the ten macroeconomic priorities of the organisation; we will also work to ensure that industry views and input is provided where comment is sought on Government Bills, Policies and Regulations.
  • With respect to the advocacy function of the organisation, we plan to develop a lobbying strategy to enable TBCSA to continue to engage BUSA and Government effectively
  • We will continue to represent the travel and tourism voice in key structures such as NEDLAC and BUSA, sharing the TBCSA (and thereby the industry’s) voice on a broad range of issues discussed
  • Knowledge and information is the TBCSA’s main currency and although it is not the TBCSA’s role to develop research, our aim is to engage a wide range of partners whose research capability and resources we can leverage for the benefit of our members.

With respect to the strategic projects aspect, we will continue to work with members, stakeholders and partners to seek out projects that will either create an additional income stream for the organisation (whilst being aligned to the core business of the TBCSA), or positively position and profile the industry in the greater South African business landscape.  Projects developed will always relate back to the priorities of the organisation.The following remain key areas for the unit in 2017:

  • Research and Knowledge Management
  • Tourism Dashboard Project
  • CSI Industry Project
  • Tourism Safety Initiative:
  • Tourism Business Index
  • TBCSA Career Guidance

We will continue to work towards having an organisation with strong financial management, administration, HR management and governance structures.  In addition, the following key areas will be addressed in 2017:

  • Embedding the administration systems – ensuring business continuity and the smooth running of the organisation’s administration, including finances.
  • SARS Tax exemption project – we will work to ensure that TBCSA and TOMSA meets all its statutory obligations.
  • Employee retention – employees of the organisation are a critical resource and we will work to ensure that they remain equipped and inspired to deliver on the mandate and objectives of the organisation at all times.
  • Risk Assessment – risk assessment forms part and parcel of our administration and governance activities, which will be done to cover the issue of employee retention and attrition.
  • Apprenticeship Programme – as much as we encourage our members to play an active role in the implementation of the BEE policy of the country, the TBCSA as an organisation is committed to doing the same. As such, we plan in introducing an apprenticeship programme in 2017, whose objective will be to mentor and transfer relevant skills.