ANGLESEA. Destination Action Plan December 2014

Transcription

1 ANGLESEA Destination Action Plan December 2014

2 Acknowledgments The development of the Anglesea Destination Action Plan has been facilitated by Great Ocean Road Regional Tourism Ltd. The process brought together representatives from all stakeholder groups that benefit from the visitor economy, local government, state government agencies, industry and the community to develop a plan that represented the challenges and opportunities facing the destination and to establish achievable, affordable priorities that if delivered would increase the destinations competitiveness. Specifically we would like to thank the individuals that participated in the plan development process: Facilitator Matt Jones Destination Action Plan Leadership Group Raelene Fordham Donald Kenny Nathan Taylor Vicki Chrzanowski Simon Loone Gary Robinson Margot Smith Judy Nancarrow Libby Coker Chris Ord Susan Reilly Sandi Chambers Nathan Taylor Maree White Rachel Kane Justin Morris Liz Price Carole Reid Images used within this document are supplied courtesy of Visions of Victoria and Surf Coast Shire. Cover page image by Matt Jones. All other photographer credits refer individual images. Image: Andrew Paoli PO Box 1467 Warrnambool Victoria 3280 t e info@gort.com.au 2

3 Introduction Great Ocean Road Regional Tourism Ltd is undertaking the preparation of a Tourism Strategic Master Plan for the Great Ocean Road region which extends from Torquay in the east to the South Australian border in the west. A core strategy is to recognise that visitors to the region are primarily attracted to destinations and experiences. Therefore the development, marketing and management of the regions destinations is pivotal to the success of the whole region. This Destination Action Plan for Anglesea identifies priority strategies and actions that if implemented over three years will enhance the competitiveness of Anglesea as a primary visitor destination of the region. These strategies will also be reflected in the Tourism Strategic Master Plan for the region to facilitate regional collaboration and cooperation. The Plan has been prepared by a facilitated workshop process involving business and community representatives who considered and reached consensus on tourism development, marketing and management opportunities and challenges. The group then identified and agreed on the key priorities and actions that would make a positive difference to the growth and sustainability of the Anglesea visitor economy and experience. The facilitated workshop process initially aimed to develop a combined Anglesea and Aireys Inlet Destination Action Plan. However, due to a limited engagement from Aireys Inlet representatives, it was agreed that this Plan would be an Anglesea Destination Action Plan and that an Aireys Inlet Plan would be developed in 2015/16. Image: Matt Jones 3

4 The visitor economy Visitors to Anglesea are major contributors to the strength of the local economy. The visitors may be leisure tourists (domestic and international), visitors to friends and relatives, holiday residents, business visitors, students or day-trippers. Their expenditure is new money injected into the local economy which supports jobs, real estate value and the provision of services, facilities and activities in the community. The Surf Coast Shire attracted 750,000 domestic visitors (2,319,000 nights), representing 44.4 % of visitors and 43.4% of nights to the region. Domestic overnight visitors spent on average $130 per night in the region (Total $301 million). International overnight travel to the Surf Coast was approximately 26,000 34,000 per annum. Statistics for Torquay are not available. The five year visitation trends for the region and Surf Coast are relatively flat. SOURCE: National Visitor Survey YE Dec 2013 Tourism Research Australia. The total tourism contribution to the Great Ocean Road region is $1,832 million, 20,000 jobs, 11.1% of Gross Regional Product (GRP) and 11.6% employment share. SOURCE: Victorian Regional Satellite Accounts produced by Deloitte Access Economics. 4

5 The visitor economy cont. In 2013, Surf Coast Shire attracted a total of 1,677,833 visitors spending $410,631, ,000 domestic day visitors spending $92,906, ,000 domestic overnight visitors spending $303,750,000 25,833 international visitors spending $13,975,653 SOURCE: National Visitor Survey, YE Dec 2013, Tourism Research Australia and REMPLAN analysis. Direct GRP $26 million domestic day trip visitors $19 million domestic overnight visitors $11 million international overnight visitors Total of $178 million visitor direct segment spending of the Western region (37% of the total Western region GRP) Direct and indirect GRP Total of $417 million estimated total of the direct and indirect GRP for the Surf Coast Shire 2,687 jobs in the Surf Coast Shire due to direct impact of tourist spending (21.5% of the region) SOURCE: Decisive Consulting October 2014 report on FY to Great Ocean Road Regional Tourism Board. Lorne/Anglesea attracted Domestic overnight visitors 457,000 (increase by over 23% since 2010) Day visitors 494,000 (contributing $51 million in 2013) International visitors 38,387 in 2013 average length of stay 2.5 nights International purpose of visit 94% holiday/pleasure, 6% visiting friends and relatives, business, education, employment and other: approximately 26,000 34,000 per annum The five year visitation trends for the region and Surf Coast Shire are relatively flat. SOURCE: National Visitor Survey YE Dec 2013 & International Visitor Survey Tourism Research Australia. 5

6 Image: Matt Jones Success factors Industry research has established that the following factors are present in successful destinations that are achieving the above objectives. The workshop participants considered these factors relative to Anglesea in reaching consensus on the priority strategies and actions. A focus on continuous improvement of all these factors will contribute to the competitive growth and sustainability of the visitor economy of Anglesea. Objectives The common objectives for tourism are: 1. To increase visitor numbers 2. To increase visitor length of stay 3. To increase visitor expenditure 1. Strong local tourism organisations focused on their core role of visitor servicing 2. Strong regional tourism organisations focused on their core role of regional marketing and development 3. Local government support 4. Strong, consistent and effective leadership by individuals and/or organisations 5. Strategic planning for the economic, social, environmental and cultural objectives supported by local destination plans 6. Consistent visitor service excellence 7. Research driven cooperative marketing 8. A breadth and depth of tourism infrastructure, products and events matched to market demand 9. Risk management plans 10. Supportive communities which understand and value tourism. 4. To increase visitor dispersal (geographically and seasonally) 5. To increase visitor satisfaction. All of these objectives are important for Anglesea with particular challenges in maximising visitor expenditure, seasonal dispersal and satisfaction. 6

7 Our values Our collective strengths Our people Our stunning natural setting and wildlife Image: Mark Chew Image: Matt Jones Strong community pride Action oriented Respectful The personality of Anglesea Natural Creative Active Culturally aware Our environment Natural beauty Awareness Outdoor active Sustainable A breadth and depth of diverse experiences something for everyone Casual dining options and cafes good variety of options during the day Our people have great pride in Anglesea Diverse quality sporting and cultural events A family friendly destination Great for couples Great for groups Outdoor active experiences A great variety of accommodation Strong numbers during peak periods Surf Coast Walk Not overly developed authentic Image: James Lauritz What we do well Natural experiences Diversity of events Outdoor active activities i.e. golfing, surfing, mountain biking and walking/hiking Capacity to accommodate with volume and variety Capacity to manage high visitation particularly in peak periods Quality sporting and cultural events Surf Coast Trail Marathon, Surf Coast Arts Trail, Anglesea Wildflower Festival, Anglesea Music Festival, etc. Groups and camps Golf course 7

8 Our challenges Lack of funding dollars for having skills based resources (and execution) for marketing Anglesea as a destination and the festivals and events Seasonality busy Summer, quiet Winters Lack of a co-ordinated digital presence Traffic flow during peak periods Local information dissemination better maps identifying where activity can be undertaken Lack of multi-lingual information to cater for the international non-english speaking visitors Developing and maintaining a strong service culture Funding of new infrastructure/maintenance of existing infrastructure Communication greater integrations and coordination Inconsistent existing brand for Anglesea Developing the narrative agreed, marketed and communicated by all consistently Businesses remaining open and operating hours during winter periods Customer needs and expectations Growing competition and innovation (more quickly) by other destinations State of the Anglesea River and ongoing maintenance Having a safe pedestrian crossing in town Maintaining beachside vegetation to provide a view of the ocean while driving in Anglesea Bus parking Deterioration of natural assets and management of these Profitless volume from tour companies Keeping the town and its facilities clean Training of bus companies to know the product/area Education of business owners and staff The different audiences and getting the message right for each audience at the right part of their travel plans Skilled staff shortages and training/development of existing staff Lack of trained/skilled staff within the town Lack of accommodation for staff during peak periods (e.g. Summer) Collaboration between operators Signage Statutory planning policies and legislation Conservation vs recreation maintaining a balance Being clear about outdoor active vs adventure tourism in our offering Perception of distance from Melbourne Image: Matt Jones Acknowledgement of business and community needs by State Government agencies (VicRoads, Parks Victoria, etc.) Maximising existing opportunities e.g. building other activities around existing key events Size and non-accreditation of Visitor Information Centre in Anglesea Increasing the number of people travelling the Great Ocean Road to stay overnight in Anglesea. 8

9 Opportunities Develop Anglesea as a destination of all seasons: Highlighting the spectacular natural environment that exists point of difference Develop an integrated and coordinated approach to funding Growing business in shoulder and off peak periods e.g. Mountain Biking, motor bikes, trail running, walking A co-ordinated approach to upmarketing Become known as Victoria s coastal natural adventure hub Health and wellbeing opportunities Anglesea Heath and Otway National Park Experience development and enhancement in line with sustainable tourism practices to attract visitors and to increase their length of stay and fulfilment Improved product development of existing experiences and events Better understand who our current audience is and what they are looking for research Connecting people to the experience arriving in Anglesea improved sense of arrival Grow the surrounding experiences e.g. food and wine available in the surrounding areas Meet the producers Create a reason for tour operators/great Ocean Road traffic to explore the Otways National Park Improved infrastructure and amenities playground to be extended to also offer something for older kids i.e. flying fox, etc. Public transport including local shuttle buses and improved partnership with V/Line Improved collaboration between operators and with other destinations, e.g. disseminating the Anglesea message by utilising the bookends and explain along the Great Ocean Road journey. Start with the experience at Surfworld if you want to do the Great Ocean Road and do it well, take the journey and give them the story. Highlighting in marketing collateral the close proximity from Melbourne Move people away from the do it in a day mentality to make it a weekend using three day itinerary examples give them a story Visiting Friends & Relatives Strategy educate local community, utilise assets, familiarise with experiences on offer Product handling Anglesea Golf Course development of a Kangaroo viewing platform Extending the Surf Coast Walk to Lorne Chocolaterie development outside Anglesea Adventure Park/Activities centre Gundrys Road Interpretation and information An opportunity to focus on the indigenous culture of the local area and the variety of walks available Expanding night dining options Integrated approach towards Visitor Information Centre requirements in a higher profile location in Anglesea and possibly as an accredited centre. This includes a thorough assessment all available options available. Farmers Place in Freshwater Creek Thermal hot springs opportunities for Anglesea Repurposing of the Alcoa site if it becomes available The group camps/camping market Image: James Lauritz 9

10 Opportunities cont. Images: Robert Blackburn Continue to build the Anglesea brand through: Development of a strong and consistent brand for Anglesea that is used by all businesses Improved marketing including social media and digital (e.g. app development) Fun and Adventure by the Sea tagline Encouraging people to slowdown and breathe take it all in, a place to unwind and rejuvenate Greater penetration into the Melbourne, Geelong, Ballarat and Bendigo market Deliver the promise strive for service excellence Develop a strong service culture: Educate business operators and develop clear communication to educate their staff Events Cultural and adventure events: Create a fully integrated balanced events calendar Ensure professional coordination and management of events Creating an iconic event e.g. a kids adventure festival Manage and protect the natural environment including interpretive signage Short term affordable accommodation to attract staff during peak times e.g. couch surfing/billeting of staff by locals Government collaboration and understanding synergy of vision and proactive responses Anglesea to be a trend setter out of the box lateral thinking do it differently Embed the plan direction into a succession plan. 10

11 Diagnostic rating Characteristics Rating Comments Image: Matt Jones 1. Strong local organisations focused on their core role of visitor servicing 5.3 More information flow is required 2. Strong regional organisations focused on their core role of regional marketing and development 5 Jury is out, need to demonstrate results 3. Local government support 5.3 Visitor Information Centre service relatively strong, marketing very poor inconsistent 4. Strong, consistent and effective leadership by individuals or organisations 4.5 Left to a minority of people to carry the load, needs to be shared and succession planning 5. Strategic planning for the region with economic, social, environmental and cultural objectives supported by local destination plans 4.3 Currently being developed has been inconsistent in the past 6. Consistent visitor service excellence 4.3 Some doing this very well, others poor, needs more consistency with service and trading hours 7. Research driven cooperative marketing 5.5 Inconsistent, looking to Great Ocean Road Regional Tourism Ltd for leadership with this 8. A breadth and depth of tourism infrastructure, experiences and events matched to market demand 6.5 Need more winter experiences and events refinement of existing experiences and events 9. Risk management plans in place 5 Plans in place but low awareness across industry 10. Supportive communities which understand the value of tourism Need better understanding of the importance of tourism by locals. 11

12 Action Plan implementation The following Action Plan outlines priorities and actions as a guide for Great Ocean Road Regional Tourism Ltd, Anglesea and the Surf Coast Shire to collaboratively and cooperatively implement the Plan. To facilitate this, an Implementation Leadership Group of representatives will be formed. While the Plan identifies primary organisational responsibilities and in many cases joint responsibility, it is reasonable to expect that the Implementation Leadership Group will consider and review this progressively. One key consideration will be the availability and securing of resources to progress the implementation of the Plan in a timely manner. It may also be appropriate and necessary to involve other organisations and to seek funding for specific projects. The Plan does not commit any organisation to the actions proposed but is a guide to pursuing priorities and actions which will make a positive difference to the achievement of the tourism objectives noted above. The priority actions have been assigned a KPI priority rating as a guide. These ratings are: HIGH within the first year MEDIUM within one to two years LOW within three years Progress of implementation of the Plan will be undertaken annually by Great Ocean Road Regional Tourism Ltd in consultation with the Implementation Leadership Group. This may result in a revision and updating of the Plan. Regardless, a new plan will be prepared in three years. Image: Robert Blackburn The Destination Action Plan will provide input to the preparation of a Strategic Master Plan for the Great Ocean Road region. 12

13 PRIORITY 1 Develop and consistently promote the unique market positioning and brand identity of Fun and Adventure by the sea for Anglesea based on: Ensuring each village as a natural asset remains true to the essence of the region Anglesea is an integral part of the Great Ocean Road region that offers a diversity of nature, outdoor active and cultural experiences and events for our visitors. Actions Responsibilities Priorities 1. Bring to life the brand position of fun and adventure by the sea Great Ocean Road Regional Tourism Ltd, Business & Tourism Anglesea 2. Develop an integrated and co-ordinated approach to funding for marketing, industry development and visitor servicing 3. Review and refresh a new strong brand and style guide for Anglesea that can be used by all businesses Anglesea to become known as Victoria s coastal natural adventure hub Development of the agreed narrative for Anglesea that is marketed and communicated consistently by all businesses Great Ocean Road Regional Tourism Ltd, Business & Tourism Anglesea Great Ocean Road Regional Tourism Ltd, Local Traders, Anglesea High High High Image: Matt Jones 4. Development of an improved digital presence for Anglesea by: Development of an individual destination website for Anglesea Develop a co-ordinated approach to social media/digital marketing for Anglesea Great Ocean Road Regional Tourism Ltd to provide a copy of the social media strategy for Anglesea Association. Great Ocean Road Regional Tourism Ltd, Local Traders, Anglesea High 13

14 PRIORITY 2 Develop the Anglesea product. Actions Responsibilities Priorities 1. Develop Anglesea product in off-peak and shoulder seasons to attract visitors year round and increase their length of stay. Experiences to be further investigated and developed include: Agreement with Parks Victoria to formalise Mountain Bike tracks in the National Park and improve signage Investigate making the existing Surf Coast Walk 100% dual use by providing clear navigation for cyclists around beach sections of the walk Indigenous experiences developed/refined/marketed Outdoor active opportunities Packaging of journey experiences that jigsaw multiple themed activities and tell the local stories Increased collaborative approach by local businesses to achieve these Investigate the feasibility of hot springs to be available in Anglesea Discuss potential for a mini golf course at the Anglesea Golf Course Development of a café and improved service at Point Roadknight Yacht Club Great Ocean Road Regional Tourism Ltd, Anglesea, Surf Coast Shire High 2. Undertake a current product and asset audit and prioritise Anglesea High This is the highest priority project in the Destination Action Plan and will inform where to focus 3. Enhance existing experiences through: Better communications and integration between operators Improved maps that highlight experiences e.g. trails in Anglesea and trails out of town Kangaroo experience at the Anglesea Golf Club Anglesea, Surf Coast Tourism, Great Ocean Road Coast Committee High 14

15 PRIORITY 2 cont. Actions Responsibilities Priorities 4. Development of a Visiting Friends & Relatives Strategy Familiarise residents and local businesses on existing experiences utilising local assets Familiarisation program 5. Continue to improve infrastructure and amenity through the following processes: Extending the playground at Cameron Reserve to offer something for older kids e.g. Flying Fox. Completion of the skate park Signage Maps 6. Establish strategic partnerships with other Great Ocean Road destinations and experiences for mutual cooperation to encourage visitor dispersal. Strategic partnerships with attractions en-route e.g. Chocolate Factory, Farmers Place, etc. Develop familiarisations for Visitor Information Centre staff and local businesses in other destinations to better understand local Anglesea product and experiences e.g. Torquay, Lorne, etc. 7. Produce and communicate a seasonal report card on the performance of the visitor economy by: Business satisfaction survey Business audit/mystery shopper program. Anglesea Anglesea, Surf Coast Shire, Great Ocean Road Coast Committee, Anglesea Lions Anglesea, Local traders Anglesea, Local traders Low High Low 15

16 PRIORITY 3 Develop a seamless visitor service excellence culture, capacity and capability. Actions Responsibilities Priorities 1. Implement a visitor service excellence training program for businesses. Business audit/mystery shopper program Training program for businesses e.g. retail, customer service, familiarisation program, how to employ staff 2. Promote the value of the visitor economy (tourism) to the broader community. Prepare and regularly communicate, via multiple mediums, the economic, social/community Great Ocean Road Regional Tourism Ltd, Business & Tourism Anglesea, Surf Coast Shire Great Ocean Road Regional Tourism Ltd, Business & Tourism Anglesea, Surf Coast Shire, Local traders Low Image: Robert Blackburn 3. Development of a signage strategy to improve local signage Interpretation signage Business/directional signage Great Ocean Road Regional Tourism Ltd, Business & Tourism Anglesea, Surf Coast Shire, VicRoads High 4. Develop a co-ordinated approach to improve multi-lingual information to cater for the influx of international non-english speaking visitors Great Ocean Road Regional Tourism Ltd, Business & Tourism Anglesea, Surf Coast Shire Low 5. Develop improved local information dissemination including maps identifying where key activities can be undertaken Anglesea, Great Ocean Road Regional Tourism Ltd advocacy Surf Coast Shire High 6. Explore opportunities to relocate the Visitor Information Centre into a more prominent location closer to the shopping precinct. Surf Coast Shire, Business & Tourism Anglesea 16

17 PRIORITY 4 Develop an integrated events calendar for Anglesea. Actions Responsibilities Priorities Image: Jon Nash 1. Create a strategic events plan for Anglesea that addresses capacity and opportunities for new events particularly in the off peak (May to mid-december) and ensuring the professional management of events Great Ocean Road Regional Tourism Ltd, Anglesea, Surf Coast Shire 2. Create a balanced and co-ordinated events calendar Great Ocean Road Regional Tourism Ltd, Anglesea, Surf Coast Shire 3. Enable increased opportunities for integration between events and businesses. Towns and businesses to leverage more effectively from events (co-ordinated approach). Great Ocean Road Regional Tourism Ltd, Anglesea, Surf Coast Shire High 17

18 PRIORITY 5 Manage for longer-term visitor growth to provide for a sustainable destination. Actions Responsibilities Priorities 1. Investigate the provision of adequate parking and visitor amenities at key visitor nodes and precincts to cope with peak periods and implement where appropriate and feasible e.g. beaches, villages, picnic areas and foreshore areas including: Improved parking opportunities at Cameron Reserve and bowling club Improved pedestrian access crossing from Cameron Reserve to Anglesea shopping precinct Advocacy for the new roundabout and improved traffic flow at Anglesea Improved and expanded beach car parks and better understanding of capacity for these car parks Improved use of the carnival site in Anglesea during summer (e.g. no carnival) Create a business plan for the completion of the Anglesea Streetscape Plan Great Ocean Road Regional Tourism Ltd, Anglesea, Surf Coast Shire, Great Ocean Road Coast Committee High 2. Implement the Anglesea Streetscape Plan Anglesea Association, Surf Coast Shire 3. Improved strategic tourism partnerships Completion of the Destination Action Plan for Anglesea and undertake actions Parks Victoria park management, recreation opportunities VicRoads traffic management Great Ocean Road Coast Committee visitor management Surf Coast Shire visitor amenities and tourism Great Ocean Road Regional Tourism Ltd, Anglesea 18

19 PRIORITY 5 cont. Actions Responsibilities Priorities 4. Establish a collaborative and strategic tourism leadership model to develop a consistent leadership approach for Anglesea Improved community collaboration and appreciation of tourism Funding for a paid person to facilitate leadership e.g. Committee for Lorne Great Ocean Road Regional Tourism Ltd, Anglesea, Surf Coast Shire, Great Ocean Road Coast Committee 5. Establish a strategic approach to research Web traffic monitoring of new destination websites Traffic monitoring and better understanding Visitor feedback A co-ordinated approach to improving business professionalism e.g. mystery shopping, focus groups, customer feedback gathering, etc. Anglesea, Surf Coast Shire Image: Mark Chew 6. Implement a risk management plan for Anglesea and ensure this is integrated into local businesses through the following initiatives: Review of existing risk management plan by tourism businesses Provide a communication process to better educate local businesses on the risk management plan Anglesea River. Anglesea, Surf Coast Shire, Anglesea Country Fire Authority, Local traders 19