Tourism, Sport AND Leisure Industry and Investment Action Plan

Transcription

1 Sunshine Coast The Natural Advantage: Regional Economic Development Strategy Tourism, Sport AND Leisure Industry and Investment Action Plan

2 Industry and investment planning context The Tourism, Sport and Leisure industry will play a pivotal role in shaping the Sunshine Coast economy into the future. The Sunshine Coast Regional Economic Development Strategy provides a vision and blueprint for the new economy a prosperous, high-value economy of choice for business, investment and employment, while offering an enviable lifestyle and environment. The new economy for the Sunshine Coast will be built on: strong regional leadership and collaboration major capital investment in game changing projects that will re-shape the foundations of the economy growth and investment in seven high-value industries linked to the game changing projects, which will shape the population that is attracted to live and work in the region responsiveness of business and industry to demand from national and global markets investment in talent and skills so the region provides the workforce to respond to the demand of the high-value industries. The Sunshine Coast Regional Economic Development Strategy is accompanied by an initial five-year implementation plan to 2018 to commence the transition to the new economy. The industry and investment plans produced for each of the high-value industries correspond to the five-year implementation plan and will evolve over time as key actions are initiated, reviewed and completed. Industry and investment plans will be reviewed and updated annually to ensure they remain responsive to the factors shaping the regional economy and the key influencers on those industries. The Tourism, Sport and Leisure industry will play a pivotal role in shaping the Sunshine Coast economy into the future. This Action Plan was developed by a Taskforce made up of local industry stakeholders and is intended to be a guide to progressing and increasing the economic value of this sector to the region. This industry provides services and amenities to local residents and visitors to the Sunshine Coast, covering accommodation and food services, tourism experiences, sports venues and events as well as leisure activities. 2 Tourism, Sport and Leisure Industry Investment Action Plan

3 Did you know? The visitor economy currently injects almost $2.81 billion of direct expenditure into the Sunshine Coast. Industry mission The Tourism, Sport and Leisure industry is a key employer and generator of economic activity on the Sunshine Coast making up almost 14 per cent of total employment; however the industry is susceptible to a wide variety of influencing factors that impact on the reliability of sustainable growth. Some of these include currency fluctuations, weather, competition both local and international and the disposable income of travellers and consumers. According to Sunshine Coast Destination Limited (SCDL), the Sunshine Coast s Regional Tourism Operator, the visitor economy currently injects almost $2.81 billion of direct expenditure into the destination. This in turn generates an estimated overall expenditure impact of $4.6 billion (direct and indirect expenditure) across sectors including transport, accommodation and food services, and retail trade which, in turn, supports an overall 42,251 jobs (direct and indirect). A Tourism Queensland/SCDL Tourism Opportunity Plan for identified a number of market gaps and requirements to take the industry forward including up to 186 investment opportunities. This report has been complemented with the SCDL Destination Tourism Plan which builds on the initial research and lists 10 destination priorities and a range of enablers of success. Among these are a number of priorities that have been qualified in the Regional Economic Development Strategy, namely: An expanded Sunshine Coast Airport, with international capability, offers a suite of opportunities for tapping directly into a global tourist market including numerous international events Development of an iconic entertainment, convention and exhibition centre (3,000 plus capacity) and 4/5 star branded hotel as a part of the greenfield Maroochydore city centre development Upgrade and increase road access through improvements to the Bruce Highway. In addition to these priorities, this Industry and Investment Plan has identified the need to attract investment in new tourism experiences; grow the tourism/visitor channels; develop capacity building programs for the industry to cater to specific segments of the Asian market; and improve linkages and infrastructure within the Sunshine Coast tourism industry. The Sports industry on the Sunshine Coast has faced rapid development over the last decade as it has grown from junior and local sporting activities to teams playing in Queensland wide competitions and as facilities have developed to cater for visiting sporting teams. Today the Sunshine Coast has a range of national standard sports facilities including Sunshine Coast Stadium within the Kawana Sports Precinct - a 45 hectare, multi-sport facility which is host to an array of events and host to three Sunshine Coast sports teams (rugby union, rugby league and football) - Central Park, Maroochydore Multi Sports Complex, Ballinger Park and the Girraween Sporting Precinct. Tourism, Sport and Leisure Industry Investment Action Plan

4 Industry mission (continued) These facilities are complemented by the University of the Sunshine Coast which offers national standard facilities including: Indoor sports stadium - $10 million stadium for netball, basketball, volleyball, badminton and futsal IAAF-standard sports track Four multi-purpose playing fields capable of hosting rugby union, rugby league, football and AFL activities Two hard-courts capable of hosting tennis, basketball and netball activities Sports Science division accredited by the Australian Institute of Sport. As an industry, Tourism, Sport and Leisure need to come together with the Health and Wellbeing industry to provide an integrated offering to attract training camps by linking and marketing attributes required specifically by sports teams rather than the general visitor, these include: Accessibility of suitable accommodation and transport options Access and availability of specialist health and medical services Availability of biomechanics, sports science and sports medical facilities and services Accessibility to suitable rehabilitation and recovery facilities. The Sunshine Coast should have a competitive advantage in this regard through its well-developed Health and Wellbeing industry and the considerable investment being undertaken in the development of the new $1.8 billion Sunshine Coast Public University Hospital; the Sunshine Coast University Private Hospital; the University of the Sunshine Coast sports medicine programs; and the wide range of sports medicine professionals that call the Sunshine Coast home. 4 Tourism, Sport and Leisure Industry Investment Action Plan

5 Did you know? The Sunshine Coast offers training venues for 13 of the 17 sports planned for the 2018 Gold Coast Commonwealth Games. With its natural advantage of being host to major sporting events such as the Mooloolaba Triathlon; the 70.3 Ironman Competition; and a range of other sports competitions/events, the Sunshine Coast sports industry can benefit from and leverage off of the 2018 Gold Coast Commonwealth Games to attract a new range of sporting teams to train locally. The region offers training venues for 13 of the 17 sport disciplines planned for the Games. This could improve local outcomes for the sporting and leisure industries as well as visitation. Additionally, the Sunshine Coast is well positioned to take advantage of Rugby 7s being introduced into the Olympic Games beginning in 2016 with a very healthy an active touch football program, Oz-Tag championships and local rugby union team in the Queensland competition. The Sunshine Coast is also host to major golf programs such as the PGA Tour run Holden Scramble. To drive industry development, the Sunshine Coast Tourism, Sport and Leisure industry has set itself a clear mission to 2018: Grow industry capability and pathways to position the Sunshine Coast as a major regional destination and sporting hub of Australia. Aspirational targets for the Tourism, Sport and Leisure industry Goals for the Tourism, Sport and Leisure industry Position in 2014 Plan for 2018 Gross Value-Add $1,044.1 million $1,200.1 million Employment 16,537 employees 18,106 employees Exports $746.0 million $844.3 million Change in Exports % Average Annual Income $36,944 $40,898 Change in Registered Businesses % Sources: ABS (2012). Census of Population and Housing, Cat. No ABS, Canberra. ABS (2013). Australian National Accounts: State Accounts, Cat. No ABS, Canberra. ABS (2014). Counts of Australian Businesses, including Entries and Exits, Jun 2009 to Jun Cat No ABS, Canberra. ABS (2014). Labour Force, Australia, Detailed, Quarterly, Feb Cat No ABS, Canberra. ABS (2014). Wage Price Index, Australia. Cat No ABS, Canberra. AECgroup. OESR (2014). Queensland Regional Database. Available from: Accessed 10 July, Tourism, Sport and Leisure Industry Investment Action Plan

6 Shaping and influencing the industry in the new economy To achieve the aspirations outlined in this plan will require strong leadership, the allocation of appropriate resources both human and financial, support and co-operation from the three levels of government and a genuine buy in from the key stakeholders within the industry. As outlined earlier, according to SCDL, the visitor economy currently injects almost $2.81 billion of direct expenditure into the economy. SCDL is required to contribute to Queensland s 2020 target aspiration of doubling overnight visitor expenditure to $30 billion by 2020, and to achieve this, the Sunshine Coast will have to contribute approximately $3.9 billion towards the 2020 target (a growth of 39% over the next seven years). To achieve its target SCDL has identified the following key target areas for growth of the Sunshine Coast visitor economy: Primary: Midweek Event Tourism (including Business, Leisure and Sporting Events) Interstate Fly/Drive (from Sydney and Melbourne) to build resilience Secondary: Nature-based Tourism Niche Tourism (food, wellness, golf, soft adventure) Drive Tourism (including Long Stay Visitors - seniors/grey nomads) Emerging: Travel for a Purpose (health and education) This industry plan will look to support SCDL s objectives and 2020 goals, taking into account our impediments to growth, and link in sport and leisure also through the following industry and investment development activities: Tourism infrastructure Increase in the number of and length of stay of tourists (national and international) Development of sporting infrastructure to support the growth of the industry Capacity building programs for industry. 6 Tourism, Sport and Leisure Industry Investment Action Plan

7 Did you know? The Kawana Sports Precinct covers 45 hectares and includes Sunshine Coast Stadium, Lake Kawana and the Kawana Aquatic Centre. Tourism, Sport and Leisure Industry Investment Action Plan

8 Did you know? The Sunshine Coast Stadium has seating for up to 4000 people. 8 Tourism, Sport and Leisure Industry Investment Action Plan

9 Tourism, Sport and Leisure Industry and Investment Action Plan The actions outlined in this plan have been determined collaboratively by key representatives of the Tourism, Sport and Leisure industry on the Sunshine Coast. The plan contains the activities which the industry believes should be pursued to achieve the industry mission and the performance targets. Mission Grow industry capability and pathways to position the Sunshine Coast as a major regional destination and sporting hub of Australia. Targets $1,200.1 million industry value-add 18,100+ employees $844 million+ of goods and services produced for export $40,800+ average annual wage for the industry +9.1% business growth in registered businesses Our tourism offer will respond to the needs of national and international visitors by providing them with a world class tourism experience. Our sports and leisure industry will expand to cater for the growing demands of our residents, our workforce and visitors and offer high quality experiences and products. The actions nominated take into account the factors influencing industry growth and investment and the opportunities that are emerging for the Tourism, Sport and Leisure industry in the region. All actions support the five pathways identified in the Sunshine Coast Regional Economic Development Strategy , specifically: 1 Leadership, collaboration and identity 2 Capital investment 3 High-value industries 4 Local-to-global connections 5 Investment in talents and skills. Key partners with Sunshine Coast Council () in implementing this plan include Chambers of Commerce (CoC), Commonwealth Games Opportunities Forum (CGOF), Federal Government (FG), Industry Capability Network (ICN), Kawana Sport Precinct (KSP), Queensland Government (QG), Sunshine Coast Destination Limited (SCDL), Sunshine Coast Major Events Board (MEB), Sunshine Coast Sports Federation (SCSF), Trade and Investment Queensland (TIQ), University of the Sunshine Coast (USC) and industry stakeholders. Our sports and leisure industry will expand to cater for the growing demands of our residents, our workforce and visitors. Tourism, Sport and Leisure Industry Investment Action Plan

10 1. Leadership, collaboration and identity Key performance indicators Employment growth in the Tourism, Sport and Leisure industry on the Sunshine Coast (as measured against 2013 data) Increase in (percent of GRP) the contribution of Tourism, Sport and Leisure Industry to the Sunshine Coast economy (as measured against 2013 data) Increased industry linkages (direct economic impact) of local companies involvement in major sports events held on the Sunshine Coast. Actions Lead Partners a) Review the outcomes of the Drive Tourism Strategy and Camping Options and implement where appropriate to maximise the value of the tourism and long-haul drive markets. QG, SCDL b) Identification of impediments to growth of existing tourism products and facilitate development opportunities. SCDL, QG, Industry c) Identify and capture new tourism market channels: SCDL, QG Opportunity for cruise ships to use Mooloolaba as a port for day-tours and activities and trial a program with P&O Cruises Domestic/international route development for Sunshine Coast Airport Recreational Vehicle (RV) friendly zones. 10 Tourism, Sport and Leisure Industry Investment Action Plan

11 2. Capital investment Key performance indicators Businesses (tourism, sport, leisure experiences) attracted to the region (number) and the number of jobs attracted Total number and value of development projects Availability of shovel ready sites and number and value of redevelopment projects Number of building approvals granted. Actions Lead Partners a) Identify, market and support the development of new attractions suitable for the Sunshine Coast brand (e.g. the Obi Obi Zip Line, water theme park, Hinterland trails and Great Walks, snorkelling with whales). Develop and add-value to existing tourism assets. SCDL, QG, Industry b) Support the development of the Head of the Lake site on the Eastbank of Lake Kawana as an integrated sports facility that provides a home to a diverse range of sporting clubs with ancillary accommodation and catering. This will add to the value of the Lake Kawana and Kawana Sports Precinct and attract more sports team and sports visitors to the Sunshine Coast. Industry, Local sports clubs, USC, MEB c) Ensure that land use, planning and urban design guidelines support the ongoing development of tourism precincts and activity nodes. QG d) Encourage investment in the Sunshine Coast Airport, increasing air capacity (domestic/international) and route development for the region. QG, TIQ e) Support the development of an iconic entertainment, convention and exhibition centre (3,000 plus capacity) and 4/5 star branded hotel as a part of the greenfield Maroochydore city centre development. SCDL, QG f) Review the former Quad Park Precinct Master Plan which relates to the development of Sunshine Coast Stadium including the construction of a 12,000 capacity outdoor multi-use stadium. The stadium would include seminar rooms, function areas, media boxes, an education venue and will have the capacity for sports and related events. FG, MEB g) Upgrade and increase road access through improvements to the Bruce Highway. FG QG, Tourism, Sport and Leisure Industry Investment Action Plan

12 3. High-value industries Key performance indicators Sustainability and growth of locally grown companies Change in entrepreneurial potential (intent, self-efficacy, mind set) Number of business expansions and businesses assisted. Actions Lead Partners a) Support the Sunshine Coast Planning Scheme to continue to provide appropriate land use and development assessment settings to encourage investment and growth for the tourism and sporting industries. SCDL, QG, Industry b) Encourage the development and showcasing of innovative digital solutions that support tourism, customer service, sports and industries involved in healthy lifestyle options. SCDL, USC, QG c) Develop a Sunshine Coast version of the ICN Gateway online tendering program as a key interface to connect tourism, sport and event industry supply chain opportunities with local businesses. ICN d) Increased linkages to the major sporting events sponsored by the Sunshine Coast Council and generate additional business opportunities for local businesses. MEB, SCDL 12 Tourism, Sport and Leisure Industry Investment Action Plan

13 4. Local-to-global connections Key performance indicators Increase the number of international tourists to the Sunshine Coast Increase the number of high performance training camps on the Sunshine Coast and the number of participants and the value (average spend) that they contribute to the economy Improvement in region s competitive position in the global economy Exports (amount and growth) and trade activity New investments attracted/facilitated (overall, new project). Actions Lead Partners a) Expand the Business Events Sunshine Coast international capacity building project to Asia in order to generate additional events/visitors to the region. SCDL QG,, MEB b) Development of an Asian tourism/sports market strategy: A strategic and well-resourced route development plan Assess and develop expanded Asian air connectivity between the Sunshine Coast and major Asian routes (e.g. Singapore, Malaysia, China/Hong Kong and Japan) A co-ordinated approach to regional relationships with major Asian stakeholders (e.g. investors and high net worth individuals) A capacity building program for tourism and related businesses (e.g. food and retail) to service the cultural needs of the Asian market High-level advocacy and influencing partnerships across State and Federal Government tourism and investment functions. SCDL, USC c) Promote the Sunshine Coast as a prime sporting destination for national and international sporting teams through training and high performance camps (linked to the 2015 AFC Football Cup and the 2018 Gold Coast Commonwealth Games). CGOF, MEB, USC, SCSF d) Increase the number of Tourism Products promoted to international markets through strengthening and promotion of International Ready Program to key targeted tourism businesses. SCDL, Industry Tourism, Sport and Leisure Industry Investment Action Plan

14 5. Investment in talent and skills Key performance indicators Labour force participation Percentage growth in Tourism, Sport and Leisure education programs (number and/or participation) Collaboration and partnerships between secondary schools, VET and tertiary sectors on Tourism, Sport and Leisure programs Change in per capita income over time. Actions Lead Partners a) Embrace a multi-channel approach to communication and promotion. Build business education, skills and capacity to deliver new virtual travel and tourism experiences in the form of providing rich information through emerging technologies. SCDL, QG Industry b) Assist businesses and tourism managers in being aware of future trends in climate change management and ready to respond with imaginative marketing, packaging and pricing offers, should the region be impacted by natural disasters. SCDL, USC c) Assist businesses and destination managers to be disaster-ready and have resilience plans in place in response to severe weather events, or natural disasters. This will included conducting workshops on the Ready, Set Go disaster recovery mobile application developed by the Federal Government. SCDL, QG d) Encourage tourism industry and government regulators to work closely to ensure appropriate adaptive measures and response are reflected in planning and development instruments. SCDL, QG, FG 14 Tourism, Sport and Leisure Industry Investment Action Plan

15 References At a local level tourism is identified as playing an important role in diversifying the regional economy: The Sunshine Coast Corporate Plan a sustainable tourism industry is identified as an emerging priority under the theme Robust Economy along with a strategy to work in partnership with industry to review the nature, purpose and governance of Sunshine Coast peak tourism entities to better market the region and it s destinations, and to develop and implement a regional major events strategy. The Sunshine Coast Economic Development Strategy , further seeks to drive investment and strengthen the region s tourism sector, in which the region is heavily dependent on, by enhancing the regions attractiveness to investors and securing infrastructure priorities, whilst diversifying the region s economy to ensure that the region s economy is not solely reliant on tourism. The Sunshine Coast Council Major and Regional Events Strategy highlights large events as a major contributor in stimulating the region s tourism industry. Major events have significant economic impacts including increased visitations, provide stimulus for local businesses and enhance the viability of tourism-dependent industries. Hosting major events also have capability of building the region s reputation and generating tourism during off-peak seasons. At a regional level the tourism direction has been clearly articulated in: The Sunshine Coast Destination Tourism Strategy provides the framework to maximise and guide the tourism industry by coordinating stakeholders and through critical success factors including: a coordinated approach to destination marketing and promotion; innovative product and infrastructure development across the region; and a tourism industry that is operating at the highest standards of service, safety and sustainability. Key intentions identified in the Sunshine Coast Tourism Opportunity Plan , included identifying the need for new investment and infrastructure upgrades, providing researched-based information and a mechanism for engagement with infrastructure providers and investors, and an agreed focus for infrastructure providers, private investors and the tourism industry. The State priority of doubling the value of tourism by 2020 (which builds on the Federal target) is supported by: The 20 Year Tourism Strategy and the outcomes of Destination Q around investment facilitation and attraction, nature-based tourism, the drive market (including the Queensland Drive Tourism Strategy ), and the important role of events (2020 Strategic Marketing Plan). The Queensland Ecotourism Plan provides a clear direction for investment in facilities on parks and for Queensland to regain its position as the number one ecotourism destination through world leading interpretation and presentation. The Arts for all Queenslanders Strategy prioritises cultural tourism as a niche market with potential to contribute to tourism targets. Though relatively small in number, cultural tourists stay longer and spend more. The strategy aims to support delivery of original, imaginative and high quality arts and cultural events and experiences that attract visitors and strengthen local community identity and pride. Additional references include: Sunshine Coast Council (2012). About Sunshine Coast Airports. Available from: siteresources/documents/about_scairports_jan2012.pdf. Sunshine Coast Airport (2013). About the Airport. Available from: Sunshine Coast Council (2013). Regional Economic Development Strategy Sunshine Coast Council, Sunshine Coast. Sunshine Coast Destination Limited (2013). Business Plan 2013/2014. Available from: Corporate%20Site/Content/Strategy%20and%20Plans/SCDL% %20Business%20Plan%20FINAL.ashx. TRA (2013). 2011/12 Regional Tourism Profiles. Tourism Research Australia, Canberra. TQ (2013). Tourism and Events Queensland Strategic Plan Available from: Resource%20Centre/Plans%20and%20 Strategies/2013-Sunshine Coast Industry Profiles Final Report USC (2013). About USC. Available from: USC (2013). Sporting Facilities. Available from: The Value of Sport ERASS QLD Health Preventative Health Survey National Women in Sport Survey Crawford Report Tourism, Sport and Leisure Industry Investment Action Plan

16 For information on the Sunshine Coast The Natural Advantage: Regional Economic Development Strategy , visit: For enquiries regarding the Tourism, Sport and Leisure industry and investment action plan Council at or write to the Sunshine Coast Council, Locked Bag 72, Sunshine Coast Mail Centre, Queensland /14