MURRAY REGIONAL TOURISM BOARD Destination Management Plan Presentation
Discussion 1. Purpose of Murray Region DMP 2. Managing the DMP Process 3. Funding 4. Stakeholder Management 5. Timeframes 6. Project Management 7. Key Outcomes 8. Create Discussion
Project Objectives OBJECTIVE To improve the quality and range of the Murray region s tourism product offer with a view to driving increases in visitation, length of stay and the visitor experience. DRIVERS AND OUTCOMES 1. Understanding current market perceptions of the region (recognising the diversity of product offer, noting differences between destinations). 2. Identification of the triggers of visitation to the region, including marketing materials, marketing channels and an assessment of their relative importance and effectiveness. 3. Clear identification of perceived and actual gaps in the current product offer, relevant to regional target markets. 4. Prioritisation of identified product development opportunities based on their target market appeal, economic viability and potential to increase visitation, extend length of stay and improve the quality of the visitor experience. 5. Identification and preparation relevant material and information that will be critical to private sector investment decision making for the priority product development opportunities. 6. Identification of prospective investors: local and external to the region to promote and communicate investment opportunities.
Region Region MRTB Councils Aligned Councils Western Murray Mid-Western Central Murray Mid East Murray Eastern Murray Mildura, Wentworth Balranald, Wakool, Gannawarra Swan Hill Deniliquin, Murray Campaspe Berrigan, Corowa Moira Greater Hume, Albury City Wodonga City Conargo, Jerilderie Indigo Towoong
Project Requirements 1. Project Overview Development 2. Funding Procurement 3. Project Brief 4. Consultant Recruitment and Selection 5. Project Management 6. Communication Strategy 7. Completed Project / Documentation 8. Implementation Phase
Project Timelines 1. Project Overview Development 2 weeks 2. Funding Procurement 12 weeks 3. Project Brief 2 weeks 4. Consultant Recruitment and Selection 6 weeks 5. Project Management 24 weeks 6. Communication Strategy 1 week 7. Project Documentation Development 6 weeks 8. Implementation Phase Ongoing
Project Management Project Management Team Murray Regional Tourism Board representatives and RDA representative Steering Group Representatives 2 LGA members (one from each state) 1 Tourism Victoria 2 Regional Development Australia (one from each state) 2 Parks agencies (one from each state) 1 Trade & Investment NSW ( also representing DNSW) 2 Murray Regional Tourism Board Project Steering Group Role Inception/Initial project meeting A background findings report A draft analysis report A draft final report
Stakeholder Management 15 Local Governments Destination NSW Tourism Victoria 3 Regional Development Australia Committees NSW National Parks and Wildlife Services Parks Victoria Traditional Owners Industry Murray Darling Basin Authority Catchment Management Authorities
Consultation Overview 12 Workshops with Local Government and industry stakeholders held in: Swan Hill Albury / Wodonga Corowa Workshop attendance of 108 in total Cobram Mildura Echuca / Moama 180+ responses to the business survey 20 VIC survey responses 170+ visitor surveys received from Mildura, Wentworth, Corowa, Albury, Echuca, Greater Hume and Wodonga Over 30 individual meetings and interviews with State Government Stakeholders, local developers, sporting and RSL clubs
Background and Research Background Research A background research paper was prepared which consolidated the findings from the assessment of visitor markets, product gap analysis, consultation with stakeholders and industry and review of over 65 tourism policies. Research Findings Main theme - the region should be promoting and developing the river further: the Murray River is the unique and defining attribute. Many of the cities and towns along the Murray are not structured in ways that link the riverfront with their CBD, or do not provide strong and compelling riverfront experiences for visitors. Second overarching theme - the need for development of visitor activities at destinations throughout the region, referred to as Destination Development. Direct Visitor Research Market Test the Findings Market research, undertaken by Colmar Brunton Surveyed 1,000 people to determine their perceptions of and intentions to travel to the Murray Provides insight into the product development opportunities.
Key Opportunities - Product Themes The River. Visitor access to and experience of the Murray River itself National and State Parks. The diverse and significant natural and indigenous experiences that can be developed in the region s National and State Parks; Golf Infrastructure and Facilities. Improving the infrastructure and facilities associated with the region s golf courses; Food and Wine. Providing more opportunities for visitors to access the region s agricultural and viticultural produce, including cellar doors, farm gate sales, providores and restaurants; History, Heritage and Culture. Developing a range of products highlighting the historic and cultural attributes of the region; Festivals, Events and Conferences. Developing a coordinated range of major festivals and events throughout the Murray Region and increasing the region s presence in the business events and conference market, through the development of new conference facilities; and Accommodation. Improving and diversifying the range of accommodation in the region.
Destination Development Improvement of river access infrastructure; Development of touring routes that link the Murray s destinations; Infrastructure investment in camping and visitor facilities; Designated safe swimming areas; Investment in tracks and trails; Infrastructure to support bird watching; Investment in indigenous sites and interpretation; Upgrades to Golf Club facilities; Development of riverfront dining and accommodation; A more diverse range of food and accommodation; Access to local produce and cellar doors; Streetscaping and town entrances; and Standardised tourist and directional signage.
Positioning Projects Inclusion of the Murray River in the Australia s National Landscapes Program to help raise the profile of the unique landscape of the Murray Region Online presence development including website, mobile friendly website, applications and online social media Development of Mildura, Gateway to the Outback Packages to strengthen the potential of the Murray Region linking to Mungo National Park Development of a coordinated major events calendar building on existing major tourism events Short break and golf packages targeted to key domestic markets A Murray region food and wine brand building on the Murray s role as an important food bowl in Australia Visitor Access; developing further visitor transport via air, rail and in region
Project Prioritisation Tier 1 Projects that have the greatest impact on the Murray Region s tourism industry. These projects have the greatest likelihood of fulfilling this project s objectives: to improve the quality and range of the Murray Region s tourism product offer with a view to driving increases in visitation, length of stay and the visitor experience. Tier 2 Tier 3 Have significant impact on their surrounding area; in many cases these projects have not been identified as regionally significant as they are smaller in scope or scale, rather than any reflection on the benefits of their implementation. Supporting initiatives to developing tourism destinations. Generally, they have been assessed as not having an impact on the Murray s tourism industry outside their immediate location. Their importance is in providing a range of visitor activities within a town, which when added as main attractors contribute to increased visitation and length of stay. Summary of Investment Projects The research and consultation has identified 122 tourism projects for consideration in the Murray Region. The River and National and State Parks: Nature and Indigenous Product provide over 40% of the identified projects. This aligns with research which indicates that these two opportunities are likely to draw new visitors in key market segments into the region.
Ranking 5 1: PERCEPTION OF THE MURRAY The project transforms the perception of the Murray River as a significant tourist destination, nationally and internationally PROJECT ASSESSMENT MATRIX 2: VISITATION, LENGTH OF STAY AND/OR YIILD The project is to be a major draw to the Murray Region, attracting many more visitors for longer periods and/or spending more 3: SUSTAINABILITY AND FEASIBILITY The project has a high probability of successful implementation, continued operation and/or usefulness, and has broad benefits to the local community and environment 4: PROMOTES FURTHER DEVELOPMENT The project provides multiple opportunities for further development, of significant scale and/or importance to the region 5: MATCHES TO KEY MARKETS The project meets the tourism preferences in most of the key growth markets identified for tourism to the Murray 6: REGIONAL AND SEASONAL DISPERSAL The project will draw a significant amount of visitation outside of peak periods and/or to regions that do not currently have high levels of visitation 4 3 The proposal will create interest in the tourism market in the key visitor points of origin The project will increase visitors and expenditure in the Murray Region The project is of benefit to the community, is implementable, but has a degree of risk attached to its longevity Some development opportunities arise due to the implementation of the project, have a positive impact on the location The project can be expected to draw some additional visitation from the key growth markets Some visitors drawn into the Murray Region as a result of this project will be in off-peak periods, or will be to less frequently visited destinations 2 1 The project has an impact on the way the local community view the river The project has minimal impact, if any, on the number of visitors to the region or their expenditure Regardless of the quality of the idea, the cost, barriers to implementation and/or impact on the community indicate that the project should not be supported The project creates no further opportunities for development or investment The project does not align with the preferences of the key market segments The project will have minimal impact on visitation during offpeak seasons, and does not impact on the less frequently visited areas. Weight 5 5 4 3 2 1
Destination Management Plan Outcomes 1. Whole of region management plan 2. Consolidated Regional Research 3. Detailed Gap Analysis matched to visitor preference 4. Market Analysis 5. Investment and Development identification 6. Identification of projects linked to Regional, State and National priorities 7. Vision articulated and Implementation Tools Developed
Murray Destination Management Plan Tools 1. Research Report 2. Destination Management Plan 3. Executive Summary 4. Board Action Plan 5. Investment Prospectus
Destination Management Plan