12 Apostles Coast & Hinterland

Transcription

1 12 Apostles Coast & Hinterland Destination Action Plan November 2016

2 Project management The development and review of the 12 Apostles Coast & Hinterland Destination Action Plan has been facilitated via a partnership between Great Ocean Road Regional Tourism Ltd (GORRT), the Twelve Apostles Business and Tourism Association (TABTA), Corangamite Shire and Parks Victoria. The process brings together representatives from all primary stakeholder groups that contribute to, and benefit from, the visitor economy; local government, state government agencies, industry and the community to develop a plan. The Plan continues to identify the challenges and opportunities facing the 12 Apostles Coast & Hinterland and to establish achievable, affordable priorities that when delivered, will enhance the 12 Apostles Coast & Hinterland s competitiveness as one of Australia s primary tourist destinations. Facilitator Bill Fox Bill Fox & Associates Pty Ltd Destination Action Plan Leadership Group David Pope - Chairperson Julian Benson Adam Boyle Mark Cuthell Michael Emerson Lauren Finlayson Sarah Hellessey Chris Maguire John McInerney John Maloney Tim Marwood Anthony Meechan Michael Smith Andrew Stubbings Neil Trotter Tanya White Carolyn Woods Supported by Jo Birley (GORRT). Images used within this document are supplied courtesy of Belinda Van Zanen for Great Ocean Road Regional Tourism Ltd. PO Box 1467 Warrnambool Victoria 3280 t e info@gort.com.au 2

3 Introduction Great Ocean Road Regional Tourism Ltd completed the preparation of a Tourism Strategic Master Plan in 2015 for the Great Ocean Road region which extends from Torquay in the east to the South Australian border in the west. A core strategy of the Plan recognises that visitors to the region are primarily attracted to destinations and experiences. Therefore the ongoing development, marketing and management of the regions destinations remain pivotal to the success of the whole region. This revised Destination Action Plan for the 12 Apostles Coast & Hinterland (2nd Edition) identifies priority strategies and actions that will enhance the competitiveness of the destination. These strategies are reflected in the Tourism Strategic Master Plan for the region to facilitate regional collaboration and cooperation; a key element to success. A review of the 12 Apostles Coast & Hinterland Destination Action Plan was initiated mid 2016 to identify new and emerging priorities, whilst celebrating the completion of a number of tasks identified in the initial Plan. The revised Plan also recognises the limited capacity of the Destination Action Plan Implementation Leadership Group in implementing key actions within the Destination Action Plan as a number of major development projects rest within the Shipwreck Coast Master Plan and are reliant on significant state funding. 3

4 Objectives The common objectives for tourism are: 1. To increase visitor length of stay by: The visitor economy Visitors to 12 Apostles Coast & Hinterland are major contributors to the strength of the local economy. The visitors may be leisure travellers (domestic and international), visitors to friends and relatives, holiday residents, business visitors, students or day-trippers. Their expenditure is new money contributed to the local economy which supports jobs, real estate value and the provision of services, facilities and activities in the community. a. encouraging overnight stays b. expanding the range of experiences c. Hinterland dispersal. 2. To increase visitor expenditure (achieved via the above). 3. To increase visitor dispersal (geographically and seasonally). 4. To increase visitor satisfaction plus. 5. Retain and leverage iconic status of Great Ocean Road from both a national and international aspect. Great Ocean Road Region (GOR) statistics Domestic overnight visitors the GOR region attracted over 1.9 million domestic overnight visitors or 14.0% of nights in regional Victoria for YE June Purpose of visit: holiday 59.5%, visiting friends and relatives 25.5% and business 11.7%. Expenditure averaged $134 per night in the region totaling $754 million. Mode of transport: private vehicle or company car 91.4%, rental car 2.7% and aircraft 2.3%. Domestic daytrip travel the GOR region attracted nearly 3.1 million domestic day-trippers, up by 29.2% on YE June 2015 and 10.1% of regional Victoria share. Expenditure per trip was $94 for a total spend of $289 million in the region. Private vehicle or company car accounted for 97.1% of travel. International overnight travel the GOR region received 193,800 international overnight visitors, up by 12% on YE June Visitors spent 819,000 nights in the region. The region received 39.6% of regional Victoria share. Expenditure averaged $107 per night accounting for an $87 million spend in the region. Corangamite Shire statistics The Corangamite Shire attracted 377,000 overnight visitors [down 5.3% on the previous year], representing a market share of 17.8% of total overnight visitors to the Great Ocean Road (2.1 million overnight visitors) YE June The International overnight market to the shire, although much smaller than domestic, has grown to 41,000 overnight visitors an 83.4% increase since Domestic overnight visitation was 272,000 in YE June 2016, a drop from 348,000 in Statistics indicate that for the YE June 2016 domestic visitors stayed on average 1.9 nights in the region, International overnight stayed 1.7 nights in the region. The total value of tourism related output for Corangamite is estimated at $ million. The total tourism related employment estimate for Corangamite is 418 jobs. SOURCE: National Visitor Survey, YE June 2016, International Visitor Survey YE June 2016 Tourism Research Australia), REMPLAN Critical to the success of the 12 Apostles Coast & Hinterland Region is the need to increase length of stay as this will lead to increased expenditure and increased dispersal. To facilitate increased length of stay, there is a need to increase the range and quality of experiences available and for the marketing and promotion campaigns to provide more detailed information on the breadth and depth of product. To transition the perception of the destination as a passive photo opportunity, greater emphasis needs to be given to detailing what there is to see and do and to experience the best of what the destination offers. Current visitation must be underpinned by excellence in visitor servicing and all operators maximising opportunities to on-sell product and experiences within the region. 4

5 Our values To be a connected and engaged destination that welcomes visitors and shares with them the opportunity to escape the everyday and immerse themselves in the experiences on offer, indulge in our local produce and participate in the range of activities provided through the diverse natural landscapes. This will be achieved through a collaborative partnership with our communities and the broader business sector. Our collective strengths Internationally recognised destination (12 Apostles) and promoted by Tourism Australia Significant number of visitors coming to 12 Apostles Coast & Hinterland creating new and exciting opportunities Operators with experience in supply side to international markets Strong local leadership, capably supported by Corangamite and Moyne Shire Councils and GORRT Expanding food/local produce experiences with emerging opportunities A willingness to work collaboratively with the hinterland suppliers. 5

6 Our Priorities & Opportunities Tier 1 1. Implementation of the Shipwreck Coast Master Plan requires significant investment by the State Government and managed via a state-appointed implementation Committee. a. Encourage both public and private investment in new (and existing) infrastructure. 2. Expand the range and quality of experiences to increase the propensity for overnight stays by: a. Expanding our depth of product to compliment natural attractions b. Creating a range of events that support brand positioning and utilise our natural assets and engage with our communities c. Broadening the diversity of accommodation. 3. Targeted product development including, but not limited to, the following segments: a. Events create a range of events e.g., foodie event 'Pedalicious' b. Food restaurant/café options/12 Apostles Food Artisans Trail/farm gate, local produce c. Touring routes linking our product strengths and using Port Campbell township as the hub d. Adventure product both at sea and on land e. Accommodation B&Bs, on-farm experiences f. Health & wellbeing. 4. To enhance our visitor servicing standards through training, up-skilling and recognition of excellence amongst our service providers. 5. To be a strong advocate on behalf of the business sector providing for greater collaboration, cooperation and interaction between operators. 6

7 Our Priorities & Opportunities cont. Tier 2 Shipwreck Coast Master Plan Implementation of the Master Plan is now managed by a Government appointed Coordinating Committee but, from a local perspective, requires a greater focus on the following priorities: 12 Apostles Trail circuit walk in a linear park (model for trail management disjointed, no collaboration) Spade ready sites for development C30 amendment sites investment attraction Discuss with Parks Victoria short term opportunities/priorities Visitor Information Centre relocation develop proposal around Visitor Experience Centre Port Campbell suspension bridge project Reopening of the Blow Hole Construction of a boardwalk around Peterborough Support geothermal spa potential feasibility study. 6. Inform and encourage our local communities to better appreciate the value and benefits of the visitor economy. 7. To encourage and grow business sector participation and collaboration in developing our industry and new opportunities. 8. Marketing: a. Promote the 12 Apostles Coast & Hinterland as a destination of unique and quality experiences; to stay over and to experience what we have on offer (the 'Dreaming, Planning & Booking' phases) b. Gain a better understanding of the needs and aspirations of our current and potential visitor markets c. Expand and broaden our marketing collaborators d. Greater capture of current visitor numbers including internationals (significant numbers to tap into). HOW? i. China/India growth markets awareness of their needs, meeting expectations, providing a welcoming experience ii. Retaining and better informing our traditional markets. 9. Improve public transport and access both to and within the region. 10. To better maintain built and natural assets to ensure long term sustainability e.g. Gibson s Steps. 11. Develop an ability to cater for the growth of key international markets i.e., Chinese through greater cultural awareness amongst our operators and communities. 12. To create a strong sense of welcome and arrival. 13. Leverage the Shire s community plans Corangamite website vic.gov. au/index.php/community-planning. 14. Customer service training and up-skilling ongoing, not a one hit wonder reputation management/mystery shopping how do we do differently to capture the people that need it? 15. Create an opportunity to showcase unique natural assets i.e., locating events using the natural setting where permissible. 7

8 Diagnostic rating Industry research has established that the following factors are present in successful destinations that are achieving the above objectives. The initial workshop participants considered these factors relative to 12 Apostles Coast & Hinterland 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 12 Apostles Coast & Hinterland. Success factors CHARACTERISTICS RATING COMMENTS 1. Strong local organisations focused on their core role of visitor servicing. 7.0 (5.3) 2. Strong regional organisations focused on their core role of regional marketing and development. 7.0 (5.0) 3. Local government support. 7.5 (5.9) 4. Strong, consistent and effective leadership by individuals or organisations. 7.0 (5.4) 5. Strategic planning for the region with economic, social, environmental and cultural objectives supported by local destination plans. 7.7 (6.1) Region has focussed a lot on planning, need to focus on delivering outcomes. 6. Consistent visitor service excellence. 5.7 (4.7) 7. Research driven cooperative marketing. 6.2 (4.6) 8. A breadth and depth of tourism infrastructure, experiences and events matched to market demand. 5.2 (4.1) 9. Risk management plans in place. 7.9 (3.3) 10. Supportive communities which understand the value of tourism. 4.5 (3.9) Still needs improvement. Figures in brackets = previous rating 8

9 Action Plan implementation The following revised Destination Action Plan outlines priorities and actions as a guide for Great Ocean Road Regional Tourism Ltd (GORRT), Twelve Apostles Business & Tourism Association (TABTA) and the Corangamite Shire Council (CSC) to collaboratively and cooperatively implement the Plan. To facilitate this, an Implementation Leadership Group of representatives is in place and supported by GORRT resources. 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 MEDIUM LOW within the first year within one to two years within three years ONGOING Progress in regards to Plan implementation is undertaken annually by Great Ocean Road Regional Tourism Ltd in consultation with the Implementation Leadership Group and will require ongoing review as circumstances change. The Destination Action Plan will continue to provide input to the annual review of the Great Ocean Road Strategic Master Plan and the Shipwreck Coast Master Plan. 9

10 Highest priority to influence change re length of stay It was identified that the region needed significant investment in new product development to meet the changing needs of the market and to encourage increased length of stay (and $$ yield). Critical is the development of a more diverse range of accommodation including larger scale accommodation to accommodate the group market. Additional products identified included active, adventure, health and wellbeing, events, etc., as well as greater diversity in the food offering including the need for an emphasis on local seafood such as crayfish. PRIORITY 1 Develop new and enhance existing products and experiences, targeted at the needs of both current and potential visitors that will lead to an increased length of stay. ACTIONS RESPONSIBILITIES PRIORITIES 1. Develop local products and experiences: Facilitate a product gap analysis/opportunity analysis to explore potential new opportunities including: Activities sea kayaking, stand up paddle boarding, weather and condition proof boating, soft adventure, (Market Plan should direct what is developed here what are domestic or key internationals looking for? Health and wellbeing spa and wellness in key natural iconic environments connectivity with food artisans Seafood experience availability of crayfish Cultural program. 12 Apostles Food Artisans Trail: Encourage the development of new products/farm gate experiences Increased and improved signage Marketing and communication both internally and externally re food, culture and wellbeing. Utilise research data collected from the Port Campbell VIC survey and Monash Uni survey to inform product development and enhancement. Corangamite/Moyne Shire Councils, Twelve Apostles Business & Tourism Association (TABTA), GORRT High 10

11 PRIORITY 1 cont. ACTIONS RESPONSIBILITIES PRIORITIES 2. Implementation of the Corangamite Shire Events Plan The 12 Apostles Coast & Hinterland Plan can build on the Corangamite Festivals and Events Plan The Shire s plan has identified they will support the development of new events and festivals that: Add value to existing events calendar and promote the region s natural assets, businesses, tourism destinations and communities; Have manageable impacts on the Shires financial resources and people; and Can demonstrate longer-term sustainability and provide tangible benefits to our communities. We (meaning the 12 A s Group) will examine the viability of new events that align with the above. New events such as the 12 Apostles Artisan Festival align well with the Shire s strategy. Contribute to the Great Ocean Road Events Plan Apostles Trail project Provide greater clarity around what the product is. Prepare a project outline and communications strategy and communicate the product potential (1 page snapshot): Projected costings Prepare a business case. 4. Advocacy Project outline redefine Description of projects/actions Project communication Prioritising Management structure. a. Provide the necessary advocacy for furthering the recognition of the importance and value of the destination to the local, regional and national economy b. Advocate for local issues on behalf of local businesses/community on a needs basis. Longer term (strategic and reliant on government/investor funding Government Committee implementing) Corangamite Shire Council, Twelve Apostles Business & Tourism Association (TABTA), GORRT Parks Victoria, SCMP Committee, TABTA, 12 Apostles Food Artisans Corangamite/ Moyne Shire Councils, TABTA, GORRT High Medium Ongoing 1. Support projects identified through Shipwreck Coast Master Plan (SCMP) Explore avenues to create access along the western shore of Lake Bullen Merri with the understanding that the current impediments are unlikely to be resolved in the near future. Ongoing 11

12 The past two years or so has seen a shift in the market place so a greater emphasis is now needed to be placed on better understanding the changing market, their motivations and implications from both marketing and a servicing perspective. The Marketing Plan must focus on encouraging visitors to stay longer and experience more of what the region has to offer. There is also a need for interrogating available research data to better understand who is coming (domestic/international) and why in order to influence their behaviour. The Brand positioning for 12 Apostles Coast & Hinterland needs to be communicated and embraced by the broader region to ensure brand application and consistency. PRIORITY 2 Develop & Implement the Marketing Plan ACTIONS RESPONSIBILITIES PRIORITIES 1. Prepare a Marketing Plan for the 12 Apostles & Hinterland that provides for: Increased length of stay Attracts new markets and retains existing Leverages from the existing high visitation A greater focus on the 'Dreaming, Planning and Booking' phases of the consumer trip cycle (to influence length of stay). Implementation Leadership Group, GORRT High 2. Support and utilise the Monash Tourism Research project: Data collection & analysis. 3. Complete the branding exercise for the 12 Apostles & Hinterland region: Apply the brand consistently across the region/products. All All Ongoing High Ensure that the 12 Apostles & Hinterland Marketing Plan utilises research to: Encourage visitors to stay longer, experience more of the region Attract repeat visitation Continues to identify products and experiences aligned to market needs and regional capacity. 12

13 It was identified that whilst the Visitor Information Centre provides excellence in visitor servicing, there is a need to strive for greater consistency and an enhancement of visitor services across the region. This initiative will then ultimately contribute to an increase in visitor length of stay and enjoyment. PRIORITY 3 Develop a seamless visitor service excellence culture and capacity. ACTIONS RESPONSIBILITIES PRIORITIES 1. Business development: Initiate a business development incubator for new businesses Identify local business opportunities Assist young business leaders through encouragement and mentoring. Business excellence: Implement a visitor service excellence program for business capacity building, training, mentoring, showcasing excellent businesses/good customer service examples. Program could include: Plan to also consider: Partnerships and mentoring a new approach Explore the creation of a partnership with education providers Media articles re service excellence examples. Networking breakfasts/dinners Awards/Speakers/Targets/Partnerships/Events Consider harnessing the power of potential through a program like the Great South Coast leadership program for youth i.e. City kids country experiences program? Implementation Leadership Group assisted by both Shires, LTAs, GORRT and South West TAFE Businesses Medium 13

14 It is important for the sector to 'talk up' the value of tourism along with the social and economic benefits derived from a strong tourism industry. The benefits to the local communities are significant and need to be clearly articulated. It is also important for elected members to be fully cognisant of the positive benefits to ensure ongoing Council support and collaboration. PRIORITY 4 Promote the value of the visitor economy to the community ACTIONS RESPONSIBILITIES PRIORITIES 1. Develop a communications plan that will promote the value of the visitor economy. Plan to consider the following examples: a. Encourage opportunities to facilitate positive tourism messages b. Local newsletters introducing operators/attractions, etc. c. Conduct local tourism discussion forums on key issues or simply informing d. Photography competition e. At least four articles each year in local newspapers f. Develop a page on GORRT website for all LTAs. GORRT assist/provide standard Communications Plan template. Implementation Leadership Group, LTAs, VICs, Corangamite/Moyne Shires GORRT Medium 14

15 There is a growing trend throughout the sector (but also reflected across the whole of community/sporting association) regarding the currency of the existing Local Association Model structure and the need for a more contemporary framework that encourages participation, collaboration and more fun. The current model discourages broad participation and has probably served its time given the numerous demands on family/business. It is therefore timely to explore potential replacement models that better align with today s busy lifestyle but still meets the need of a dynamic and demanding industry sector. PRIORITY 5 Local Tourism and Business Associations ACTIONS RESPONSIBILITIES PRIORITIES 1. Plan and undertake an industry workshop to determine ways and means to gauge support for exploring a contemporary model that better reflects the needs of the industry and the tourism sector. TABTA assisted by both Shires and GORRT High 15

16 It is recognised that Local Government has the clear responsibility for risk management within the municipality and is supported by the various state agencies when a crisis occurs such as fire or flood. GORRT has also capably assumed the responsibility for communicating to the industry and visitors the messaging associated with a crisis such as access, facility/attraction closures, etc. The planning and crisis management is professionally coordinated with roles clarified and supported via training, etc. PRIORITY 6 Risk Management (Council & GORRT responsible) ACTIONS RESPONSIBILITIES PRIORITIES 1. Manage and mitigate any major risk through strategic planning at municipal level: a. Communications managed and coordinated via Council and GORRT b. Local communications managed via nominated industry spokesperson (local) and coordinated via Council and or GORRT (guided by state agencies such as CFA and Vic Roads). Corangamite Moyne/Shires GORRT Ongoing 16