CENTRAL HIGHLANDS QLD - Visitor Economy Strategy 2020-2022
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CENTRAL HIGHLANDS QLD Visitor Economy Strategy 2020-2022
Front cover;
TOP; Fossicking for gems, Pats Gems, Sapphire
MIDDLE; Enjoying Gudda Gumoo, Rainbow waters, Blackdown Tableland National Park
TABLE OF CONTENTS
BOTTOM; Cycling through Emerald Botanic Gardens
1. INTRODUCTION 2
2. Strategic context and alignment 4
3. What we want to achieve 6
4. Who are our visitor markets? 8
5. Priority project activation plans 12
Project 1: Central Highlands brand story 13
DESTINATION BRAND STORY CASE STUDY: TENTERFIELD TRUE, NSW 15
Project 2: Visitor engagement 17
LOCAL AMBASSADOR PROGRAM CASE STUDY: RIVERLAND, SA 19
VISITOR INFORMATION CENTRE CASE STUDY: MACKAY, QLD 21
Project 3: Education tourism 23
EDUCATION TOURISM CASE STUDY: ACT 24
Project 4: Experience development and marketing program 26
SEASONAL EVENTS CALENDAR CASE STUDY: COOLAMON, NSW 28
AGRITOURISM CASE STUDY: SCENIC RIM, QLD 29
Project 5: Industry capability 33
BUSINESS MENTORING CASE STUDY: OUTBACK AUSSIE TOURS, QLD 34
Project 6: RV Management Policy 36
RV FRIENDLY TOWN CASE STUDY: GERALDTON, WA 37
6. Project enabler 38
INDUSTRY-LED DESTINATION MANAGEMENT CASE STUDY: MUDGEE, NSW 39
7. Monitoring and evaluation 41
Attachment 1: Other project opportunities 42
GLOSSARY OF TERMS
CE Capricorn Enterprise RV Recreational Vehicle/Fully Self-Contained Vehicle
CHDC Central Highlands Development Corporation TAG Tourism Action Group
CHRC Central Highlands Regional Council TAN Tourism Alliance Network
CRG Community Reference Group TAP Tourism Advisory Panel
FIT Free and Independent Traveller TEQ Tourism and Events Queensland
Copyright © 2019 Tilma Group and JJ Strategic Consulting. All rights reserved.
QTIC Queensland Tourism Industry Council TRA Tourism Research Australia
Disclaimer:
RTO Regional Tourism Organisation VFR Visiting Friends and Relatives
Any representation, statement, opinion or advice, expressed or implied in this document is made in good faith but on the basis that Tilma Group Pty Ltd are
not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss whatsoever which has occurred or may occur in
relation to that person taking or not taking (as the case may be) action in respect of any representation, statement or advice referred to in this document.
Engaged and Healthy
Fundamentals
collaborative strategic
• health
operators partnerships • education
Engaged and proud
community advocates
Sustainable and
viable destination
events calendar
1. INTRODUCTION Galvanised business
community
Innovative Sustainable Vibrant
A healthy and dynamic visitor economy is critical to consumer-led Enhanced
Tourism & Events Liveability Communities
maintaining a thriving region that is a great place to visit, live, marketing Industry
work and invest. The Central Highlands’ most important Smart planning
and place making
tourism assets are its locals, geology and stunning
landscapes. Visitors are seeking to connect and immerse
to experience moments that matter and the Central
Quality tourism
Highlands offers a number of exciting opportunities. The products and experiences Vibrant CBD
effective activation of these opportunities could grow
demand from a number of visitor markets and at the Youth
development
same time enhance the liveability of the region for its
communities.
Enhanced liveability leads to:
• Deepened community pride
Overnight “Lions Park”, Springsure enjoying sunrise over Minerva Hills National Park. • Increased appeal
• Population growth
Figure 1: Symbiotic relationship between the visitor economy • Reduced skills gaps / increased workforce
• Happy and healthy residents
This Central Highlands Visitor Economy Strategy 2020- Continuing to forge partnerships and alliances is and vibrant communities to create enhanced liveability
2022 (the Strategy) provides a roadmap to activate Central fundamental to the implementation of the Strategy.
Highlands’ tourism assets and industry to ensure the Working together, the Central Highlands’ industry will
region provides new reasons to visit and stay longer. It better engage visitors and deliver seamless experiences.
details a path to strengthening the region’s stories and
The Strategy has been prepared by Tilma Group and JJ
developing the industry to exceed visitor expectations.
Strategic Consulting for Central Highlands Development
A cornerstone of the Strategy is a focus on sustainability
Corporation (CHDC) and has been informed by: WHAT IS THE VISITOR ECONOMY?
through encouraging dispersal, reducing seasonality, and
growing yield. It sets the intention for attracting higher • an audit of current and planned tourism infrastructure Traditional definitions of tourism tend to focus on leisure Visitor activity contributes to investment and jobs across
yield per visitor rather than increased visitor numbers. within the region tourists - people travelling and staying outside their a range of industry sectors and is now recognised at all
• analysis of current visitor markets and potential future usual place of residence for a limited time for a holiday, levels of government in Australia as an intrinsic, sustainable
The Strategy outlines six priority projects to deliver results
visitors based on the tourism assets of the region sight-seeing or recreation. More recently, the definition part of economic development. It creates long-term
over the next three years. These projects are critical to
of tourism has expanded to include people travelling improvements in the liveability of cities, towns and rural
increase overnight expenditure and extend the visitor • analysis of the gaps and opportunities to grow tourism
for other reasons such as visiting friends and relatives, life, and significantly improves the prosperity of Australian
season. Additional projects are identified across the key to the region and attract and meet the expectations of
business, sport, work, and education. communities.
pillars of regional tourism development: branding and future visitor markets.
marketing; product and experience development; industry Today, the ‘visitor economy’ broadly refers to the production Tourism is a major contributor to economic growth and has
and community capacity building and upskilling; and visitor of goods and services for the consumption by all these been identified as Australia’s ‘next wave of prosperity’ with
services. The projects were revealed through a combination kinds of visitors, and includes industries that directly serve the potential to become one of Australia’s fastest growing
of stakeholder engagement, desktop research and an them such as hotels, transport providers, tour companies industries.
infrastructure audit. and attractions, as well as intermediaries and those
Source: 2019 Visitor Servicing Toolkit (Victoria Tourism Industry
involved indirectly such as retail and food production.
Council)
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Capricorn Destination Plan 2014-20204 – identifies ‘Carnarvon Gorge and Natural Wonders’, and ‘Caves
and Fossicking’ as Hero Experiences; and sets the following goals to achieve:
2. STRATEGIC CONTEXT AND ALIGNMENT • Increase the average spend for VFR visitors through new product development, and developing and
delivering experiences
• Increase the average length of stay of business visitors through linking more business trips to leisure
experiences and events
• Increase the average spend for niche visitors coming for marine and adventure
• Attract new event visitors to the region through the successful acquisition and attraction of new major
events and increase visitor numbers to existing events
On the edge of the Tropic of Capricorn, Central and horticulture industries, education and health
• Better market to the ‘travelling for a purpose’ (health and education) segments through more targeted
Highlands is within a half day’s drive from the coast in services sectors, and burgeoning solar power activity.
marketing campaigns
the east and the authentic outback experience in the Tourism contributes over $235 million annually to the
west. Tourism in the Central Highlands encompasses economy and is the third highest employment sector • Form new partnerships across sectors that deliver benefits to the entire visitor economy.
the centres of Arcadia Valley, Bauhinia, Blackwater, in the region3.
Bluff, Capella, Comet, Dingo, Duaringa, Emerald, The next ten years has the potential to be an exciting
Rolleston, Sapphire Gemfields1, Springsure and Tieri. time of growth and development as Tourism 2030,
Outback Destination Tourism Plan 2017-2020 – identifies ‘Outback Events’, ‘Outback Adventures’, and
The town of Emerald serves as the region’s primary the national tourism strategy, puts the spotlight on
‘Heritage and Locals’ as Hero Experiences; and sets the following goals to achieve:
hub, with the other townships playing key roles in the regional tourism. Central Highlands needs to be ready
social and economic wellbeing of the region’s 28,783 • Position Outback Queensland as the home of ‘the authentic and engaging Australian Outback
to capitalise on the coming opportunities.
residents2. experiences’. Market the region as ‘Don’t just see the outback, DO the outback’ and back the statement
To maximise outcomes, the Strategy aligns with the
with a series of activities and events.
Tourism is a cornerstone industry and economic priority strategic objectives of the following local, regional and
alongside a global coal mining industry, agricultural • Leverage the existing calendar of events to create a call to action for travelling to the outback.
state plans and strategies:
• Increase overnight expenditure and the number of activities participated in within the region.
• Increase Outback Queensland’s share of the family camping market, targeting young families with
appealing family-friendly activities.
Central Highlands Regional Council Corporate Plan 2017-2022; Community Plan 2022 and Operational
• Attract new visitors to the region through excitement and appeal of education, Palaeotourism and
Plan 2017-2018 – support a diverse and prosperous economy, vibrant community, and tourism and
adventure.
development opportunities.
Tourism and Events Queensland Strategic Plan 2017-2021 – objectives include to attract visitors generating
Central Highlands Development Corporation Economic Masterplan 2017-2022 Action Plan – recognises
Overnight visitor expenditure, contribute to the Queensland economy, enhance the profile of Queensland,
tourism has the potential to grow at above average rates and counteract the lower growth (or decline)
and foster community pride; objectives delivered through marketing and promotion, tourism experience
of other major sectors; the region has natural asset advantages that serve as long-term enablers for the
and destination development, and attracting and promoting major events.
tourism sector which to effectively leverage will require regional coordination and diversification outside of
traditional driving markets and accessing new customer bases.
The Strategy also seeks to align with the Premier’s ‘Year In developing the Strategy, the findings of recent
of Indigenous Tourism 2020’ and Tourism and Events research by Tourism Research Australia (TRA) on visitor
Central Highlands The Game Plan – 10-year plan for organised sport in the Central Highlands region. Queensland’s (TEQ) and Queensland Tourism Industry markets have been taken into account (The Beach,
Sporting events draw visitors to the region and add to the vibrancy for local residents. Council’s (QTIC) aims and objectives for Indigenous Bush and Beyond: Understanding Regional Dispersal of
tourism. The Strategy provides a platform for the Australian Tourists, October 2019). Refer to Section 4
region to leverage the spotlight on Indigenous Tourism, for further details.
to develop new Indigenous tourism experiences and
support Indigenous tourism businesses.
1
Sapphire Gemfields encompass the towns of Rubyvale, Sapphire, Anakie and The Willows Gemfields 4
Capricorn Destination Tourism Plan is to be updated in early 2020 to provide a 2020 to 2035 Destination Tourism Plan
2
REMPLAN, 2017
3
CHDC Economic Profile 2019
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COMMUNITY NEEDS
3. WHAT WE WANT TO ACHIEVE INDUSTRY NEEDS
JOB
CREATION
VISITOR NEEDS GROW
ENHANCE YIELD
BUSINESS
CAPABILITY
VISION FOR THE DESTINATION SHARE THE
BENEFITS
ACROSS
THE REGION
EASY A GROWING
Central Highlands has a thriving visitor economy delivering outstanding experiences that attract overnight visitor ACCESS TO
& SUSTAINABLE QUALITY
LOCAL PRODUCT &
spend, increase yield for the tourism industry across the year, and enhance the desirability of the region for work KNOWLEDGE VISITOR EXPERIENCES
and play.
ECONOMY PROTECT THE
ENVIRONMENT
ROBUST
DATA
OBJECTIVES FOCUS AREAS SUITABLY
SKILLED COST EFFECTIVE
WORKFORCE ACCESS
1. Increase overnight visitor expenditure and The vision and objectives will be achieved through
length of stay effective implementation of six priority projects:
GROW &
2. Attract new visitors and grow existing markets 1. Central Highlands brand story WORK WITH DIVERSIFY
LOCAL SOURCE
3. Enhance local community pride and 2. Visitor engagement COMMUNITIES MARKETS
engagement in the visitor economy 3. Education tourism SUSTAINABLE
INFRASTRUCTURE
4. Drive economic growth and job creation 4. Experience development and marketing program & PUBLIC ASSETS
through a diverse and sustainable visitor
5. Industry capability
economy
6. RV management policy
These projects will be supported by a collaborative
delivery model for the Strategy’s implementation. Figure 2: Achieving the needs of all key stakeholders in order to create a growing and sustainable visitor economy
Sunset Water Skiing, Lake Maraboon.
1
TRA, year ending September 2018
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4. WHO ARE OUR VISITOR MARKETS?
PRIORITY MARKETS
Older couples/Grey nomads (camping/caravanning)
Achieving a sustainable visitor economy will require Locals are important ambassadors for the region,
THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING
targeting visitor markets that deliver higher yield creating positive word of mouth to VFR and other
• Couples and couples travelling in convoy • Experiences they are seeking:
through overnight stays and spend in the region. Four travellers. They include seasonal workers, many of • Self-drive with campers/caravans (some fully self-contained) from • Self-drive itineraries
markets will be the priority for the region’s destination whom are from overseas, looking for things to do all states/ territories • Soft adventure-based activities
• Seekers of soft adventure, new places, and things to learn • Self-guided contemporary heritage trails
experience development and marketing activity: while in region, and have the potential to increase • Travel to attend events (sports, arts/culture and leisure) • Indigenous history / culture
• Value for money is important • Expanded range of tag along tours
Families, Older couples/Grey nomads, Education international visitation through their VFR. • Need access to services to allow them to travel for extended • Freedom camping sites in natural settings
periods • Seasonal food events
groups, and Visiting Friends and Relatives (VFR) and Older couples including Grey nomads are an important • Mainly travelling April to September • Food and artisan markets
locals. • Increasingly plan their travel online and communicate through • Night-time activities (sunset/campfire activities, markets, music
mainstay market for the region. While they travel social media and other performances)
Families, Education groups and VFR have the propensity during peak times, anecdotally they are the largest
to stay overnight and visit during shoulder seasons. visitor group, and have a tendency to stop and spend
The capacity to extend the visitor season and increase time in the towns across the region.
length of stay will be fundamental requirements for
investment in new and existing product and sustainable
businesses.
Education groups (school groups, study tours)
THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING
• Fastest growing sector of the tourism industry • Contemporary interpretation
• Grades 6-10 are the main grade levels that take interstate school • Learning/discovery centre or hub
excursions • Expanded student accommodation options
• Travel to extend learning and explore new places • Expanded tour product
Families (short breaks, camping/caravanning) from Rockhampton, Sunshine Coast, Mackay and Brisbane • Schools develop a connection with a destination and establish • Indigenous history / culture
strong relationships • Organised itineraries that link to the curriculum and learning
THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING • Streamlined transport connections, safety, alignment to outcomes
curriculum, suitable student accommodation and affordability • Central booking agency/centre
• Travel during school holidays or as extended travel around • Contemporary interpretation are important • Educational tools and resources to support visits
Australia • Self-drive itineraries • Require learning outcomes aligned to the Australian Curriculum
• From Mackay, Central QLD, Gladstone, Brisbane • Access to information through smart devices or the study program of international students
• Seek interactive and adventurous kids’ activities and things that • Soft adventure-based activities
Mum and Dad can also enjoy • Self-guided contemporary heritage trails
• Travel to reconnect as a family and discover new places • Expanded tour product
• Travel to attend events (sports, arts/culture and leisure) • Indigenous history / culture
• Want to be able to experience non-degraded natural and • Seasonal food events
constructed landscapes, and are more environmentally • Food and artisan markets
conscious • Kayak and boat hire
• Expect good quality facilities and standard of accommodation, • Night-time activities (markets, street performances, food events)
whether in park cabins or in their own caravan or motorhome • Educational experiences
that meets their needs • Family friendly events
• Value for money is important
• Book online or via email or phone
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CARAVAN AND CAMPING GROWTH
Australia’s caravan industry enjoyed a record year to • By lifecycle, the ‘young/midlife no kids’ segment has
June 2019 with domestic caravan and camping travellers overtaken families (parents with children under 15
taking more than 13 million overnights trips and years still living at home) as the largest group in
spending 55 million nights, with 8% and 5% increases terms of the number of caravan/camping trips.
respectively from 2018. Regional Australia is the main This growth is fuelled by a rapidly increasing 20-
destination, receiving 90% of visitor expenditure. 29-year segment taking caravan and camping trips.
Who are these travellers? • However, the ‘time-rich older non-working’
• By age, the 30 to 54 year market remains the segment accounted for the most nights. These
largest caravan/camping market in terms of older travellers continue to show their importance
VFR and locals exploring the region to the caravan/camping visitor economy with their
trips taken (47% of total trips for the year ending
THEIR TRAVEL HABITS EXPERIENCES THEY ARE SEEKING September 2018). It is comprised of a strong family long trips and high rates of dispersion throughout
• Travelling as families, singles, couples • Self-drive itineraries market, as well as an increasing number of midlife regional Australia.
• Travel all year round • Expanded tour product
• Seeking to reconnect with family/friends • Indigenous history / culture couples and groups of friends choosing to caravan Demand for Recreational Vehicles (RVs) continues
• Travel to attend events (sports, arts/culture and leisure) • Seasonal food events and camp. to grow. In 2018, 23,070 RVs were manufactured in
• Value for money is important • Food and artisan markets
• Spend time shopping and eating out • Night-time activities (markets, performances, food events)
• The 55 and over market represents 29% of the Australia in 2018; the largest year for manufacturing
• Looking for things to see and do
• Families seek interactive and adventurous kids’ activities and total market. When it comes to total nights, older since 1980.
things that Mum and Dad and visiting family members can also
enjoy non-working ‘grey nomads’ are leading the way Source: 2019 Caravan and Camping State of Industry
• May not be aware of what is on offer locally
with 32% of total nights, with the family segment Report; and Tourism Research Australia 2019
at 30%.
SECONDARY MARKETS
Secondary markets for the region are those that The markets include:
have the potential to extend the visitor season into • Special interest (nature, adventure, fossicking/
shoulder periods, albeit contributing a smaller portion geology, 4WDing)
of the region’s total overnight visitor expenditure and • Event attendees (leisure, sports, special interest)
visitor nights. These markets represent experience • International Free and Independent Travellers
development and marketing priorities for some (FITs) from Europe and United Kingdom
tourism operators in the region and will be monitored • Business travellers taking day trips and short
for the growth opportunities they offer. breaks.
ALIGNMENT WITH NATIONAL TRENDS
These target visitor markets align with the findings types that are more likely to travel to regional areas.
of recent research by TRA to better understand They are older domestic travellers and family road
regional dispersal of Australian tourists5. The research trippers travelling for the purpose of holiday and/or
identified that for domestic travellers, visiting regional visiting friends and relatives. International travellers to
destinations is strongly driven by convenience and regional destinations are likely to be those travelling
affordability, as well as the opportunity to spend as part of Working Holiday Maker visa requirements
quality time with friends and relatives. For international and older holiday makers from traditional European
travellers, the driver is a desire to spend time with markets and New Zealand.
friends and relatives. The research identified the visitor
5
Capricorn The Beach, Bush and Beyond: Understanding Regional Dispersal of Australian Tourists, Tourism Research Australia October 2019.
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5. PRIORITY PROJECT ACTION PLANS
Six priority tourism projects have been identified for the Central Highlands over the next three years. These projects
were prioritised based on their ability to satisfy the following criteria:
Convert day trip holiday visitors to overnight visitors and increase
average length of stay
Walking down to Gudda Gumoo, , Rainbow waters, Blackdown Tableland National Park.
Drive shoulder visitation to extend the visitor season
Bring the region together in pursuit of common outcomes
PROJECT 1: CENTRAL HIGHLANDS BRAND STORY
Achievable within three years
WHY THIS PROJECT?
Support the strategic vision for Central Highlands:
The Central Highlands story centres around its unique A destination brand is the sum of the experiences
A progressive region creating opportunities for all
geology as the central thread shaping the character a place offers, plus the stories that people tell about
and economic foundation of the region. It is the source those experiences, from the initial Google search to
of coal mining, agriculture, gemfields and tourism, and the end of their stay. It is the value visitors get from the
is showcased in stunning landscapes such as gorges, destination, functionally, emotionally and socially.
For each priority project an indicative annual cost, the Project Lead and supporting partners are noted. The Project
peaks, ranges, bluffs and waterways. The region has The brand and identity will form the basis for Central
Lead will manage the implementation of the project and source funding from external parties.
rich European and Indigenous histories and local Highlands’ tourism marketing and communications. It
Additional project opportunities, while not priorities for the next three years, have importance for the growth of
Indigenous communities are deeply connected to the is important, however, that this story does not replace
the Central Highlands’ visitor economy (see Attachment 1). These opportunities can be pursued when resourcing
land and places and their stories. These histories and the individual identities of operators and businesses
permits.
connections are important elements of the region’s but is used to entice visitors to explore more and stay
story. longer by linking together the tapestry of experiences
Central Highlands as a brand is not well known that define the destinations across the region.
however, and does not create a clear connection with Industry and local communities must feel confident
this unique part of Queensland for visitors as there and excited to weave the destination brand into their
are other regions of the same name. A brand story is own stories and into the interpretation of heritage
required to provide a clear and consistent identity in sites and natural assets. Central Highlands will also
the eyes of visitors and the tourism industry.
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need to engage with the regional tourism organisation
(RTO), Capricorn Enterprise (CE), in the development
brand story and identity is: Treasures can be found in
Queensland’s Central Highlands. Fossicking may unearth
DESTINATION BRAND STORY CASE STUDY: TENTERFIELD TRUE, NSW
of the brand story to ensure it presents a unique local a shimmering stone or a pretty rock in the Sapphire
Tenterfield Shire Council and the local community wanted to activate The destination brand was designed around the very thing visitors find
destination identity that can be communicated to Gemfields, the largest sapphire-producing fields in the their CBD, the heart of their rural community. State Government funding so special: the people of Tenterfield Shire, their amazing community
visitor markets via CE and add value to their marketing Southern Hemisphere. Dramatic sandstone cliffs and was secured to help support Tenterfield’s main street businesses with spirit, and the sense of place the community has forged. To the
campaigns. gorges, wilderness landscapes and tracts of bush lands the caveat that the funding be focused on activating the community. community, Tenterfield is a place that calls you home, a place with a
provide treasures of another kind. Extensive agricultural Community consultation made clear the priorities were to develop a sense of soul that’s real and true. The brand Tenterfield True was born.
As the region’s identity develops and industry capability
CREATIVE PLATFORM: TENTERFIELD TRUE
destination brand and a community place-making activation program. It is used extensively in marketing by Visit Tenterfield including in a
grows, a Hallmark event that celebrates the brand story lands deliver a variety of produce. Visitors are drawn to
The aim was to position the region as a competitive nature-based hero video, on billboards, and in marketing campaigns. The community
in a way that resonates with visitor markets will be a discover and learn about the treasures of a rich European
destination with rural small-town charm, and to develop a flagship has also adopted the brand, with local businesses consistently using
and Indigenous heritage at the various sites of interest Tenterfield True is a living brand that is about connecting visitors with Tenterfield’s unique sense of time and people.
natural progression to support brand activation. festival to celebrate its connection to 70s/80s superstar Peter Allen.the logo and hashtag.
across the region. It’s genuine, real, full of soul... it’s TRUE. is is our emotional translation of the brand positioning, distilled into a single phrase.
Building regional identity through the brand story will
also help to engage the community in tourism. Pride Key messages and language will be required to assist
in the region will develop and positive stories will the region’s tourism industry and local communities to True colour True blue
increase. New residents, jobs and investments in new share and promote the story, and build local pride and
and existing businesses are important outcomes of a ownership in its telling.
growing visitor economy that enhances the liveability
of the region.
A theme to explore in the creative development of a
True grit
True love
GEOTOURISM True nature
Geotourism is emerging as a new global phenomenon which fosters tourism based upon landscapes. The Geological
True story
Society of Australia has formally defined ‘Geotourism as tourism which focuses on an area’s geology and landscape
as the basis for providing visitor engagement, learning and enjoyment’. Geotourism promotes tourism to ‘geo-sites’,
TENTERFIELD
conservation of geodiversity, and an understanding of earth sciences through appreciation and learning. This is Find your true north
achieved through visits to geological features, use of ‘geo-trails’ and viewpoints, guided tours, geo-activities and
patronage of geo-site visitor centres.
Source: Geological Society of Australia
True adventure True wilderness
10 Figure 3:Peter
Photographs: Application
Reid of Tenterfield True to the region
WHAT ARE THE INTENDED PROJECT OUTCOMES?
Alongside the destination brand, the community-fuelled brand activation program Tenterfield True Local is planned to give visitors opportunities to
• Development of a regional brand story and supporting stories for each target market connect with the locals and immerse themselves in the community.
• Story is the core element of CHDC’s tourism marketing and communications
“Tenterfield has been special to me for a long time, and we have a lot of assets to be proud of. It was great to hear
• Local tourism industry weaves the brand story into their marketing, communications and
and consider the easy ways for getting on board with using the brand, and that more information and resources are
product/experiences
available from Visit Tenterfield. Each little action, even using the #tenterfieldtrue hashtag, can help make a difference
• A clear identity for the region that enhances the sense of pride and connection across the region to the growth of our community. Who knows, it may help create a job for one of my children, or for one of yours”
• Brand story fits within and adds value to Capricorn Enterprise’s brand and marketing of the - Kathryn Sommerlad of Sommerlad Poultry
Capricorn region
• Increased visitation from target markets
Image: Alice Springs Desert Park
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PROJECT ACTION PLAN
ACTIONS REQUIRED VISITOR RESPONSIBILITY TIMEFRAME BUDGET MEASURES OF
MARKETS SUCCESS
Engage a creative agency to develop the Families Project lead: 2020 $75,000 • Number of
brand story including: Older CHDC Seek funding marketing
• overarching brand story for the region couples/ Supporting support from campaigns
with a style guide that identifies Grey partner: Building incorporating
the language style, messages and nomads Tourism Better story elements
required images to communicate the Education Advisory Panel Regions or • Number of
story groups (TAP) and Stronger visitors to
• supporting story for each market with Tourism Action Communities region
VFR/Locals Group (TAG) grant
separate language style, messages • Number of
and required images to resonate with programs overnight
the markets visitors to
• an industry kit available free for region Rainworth Fort, Springsure.
individual tourism operators, • Length of stay
community organisations and other in region
local businesses that outlines how • Increased
they can incorporate the story’s visitation
elements in their communications, during
marketing and experience delivery shoulder
(including interpretation)
• a list of video and image content
and off-peak
months PROJECT 2: VISITOR ENGAGEMENT
required to visually communicate and • Community
promote the overarching story and pride (via
the stories for each target market community
survey)
• Project
Engage a creative agency to build a Families Project lead: 2020 Part of above
deliverables
library of assets that visually brings Older TAP and TAG budget
received within
the story to life in the eyes of visitor couples/ Supporting budget and
markets. Grey
nomads
partner: CHDC timeframe WHY THIS PROJECT?
Education
groups
The customer journey for visitors begins from when 4). CHDC and the local industry have a role in in this
VFR/Locals
they start thinking about travel plans through to journey. Recognising and taking ownership of this role
Engage with CE in the development of All Project lead: 2020 Part of above booking, their experience in the destination and then is vital, as happy customers become powerful advocates
the story then share the final collateral CHDC budget
with CE so that their assets and sharing those experiences on their return (see Figure for the destination online and offline.
Supporting
messaging can be updated, and the partner: TAP
region is positioned to leverage the RTO and TAG
partnership effectively.
DREAM PLAN BOOK EXPERIENCE ADVOCATE
Update all existing marketing collateral Families Project lead: 2020 Part of above
and assets to include the new story, Older CHDC budget
language and visuals. couples/
Grey Supporting
nomads partner: TAP
Education and TAG
groups
VFR/Locals
Confirming Book major product Continue to book
(flights, some Share with family and
Deciding where to go destination and accommodation and
accommodation and experiences friends
tourism activities
activities)
VISITOR INFORMATION SERVICING TOUCH POINTS
Figure 4: Customer journey
PA G E 1 6 CENTRAL HIGHL ANDS CENTRAL HIGHL ANDS PA G E 1 7
V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2 V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2The travel decisions visitors make are heavily influenced
by the information available to them. Visitors are
spend in the region is key to growing the region’s visitor
economy. Working this way, visitor servicing will help
LOCAL AMBASSADOR PROGRAM CASE STUDY: RIVERLAND, SA
consuming information in a number of ways, with connect the entire region and support increased yield
Destination Riverland’s Riverland Ambassador Program continues to go The program is aimed at Riverlanders who engage with visitors, giving
Visitor Information Centres (VICs) only one of many for industry and visitor satisfaction.
from strength to strength. In its first month over 90 people completed them local information and facts to share. The Riverland Ambassador
information touch points available (see Figure 5). Taking The traditional model of VICs is evolving, driven by the the course and became ambassadors. The State Government-funded online module takes around 20 minutes to complete and covers topics
a holistic approach to visitor servicing is a priority, need to remain relevant and be sought out by visitors. program was developed to support tourism growth in this drought- such as history, food and beverage offerings, nature, and activities.
where all visitor touch points are providing a quality Co-location is a proven model for VICs to attract affected region. Local ambassadors play an important role in dispersing visitors across
service experience and working together to encourage visitors, increase satisfaction, extend length of stay, the region, encouraging them to stay longer and spend more on local
visitors to stay, explore and spend in the region and, goods and services.
and maximise expenditure. A National Perspective
ultimately, to become advocates for the region. on Visitor Information Servicing provides a range
The engagement of local businesses and community of case studies from across Australia on how VICs are
organisations with visitors plays an important role. changing their way of operating to ensure they are
Visitors seek out personal contact with welcoming and relevant and attractive to visitors.
enthusiastic locals and opportunities to learn and be The Visitor Servicing Toolkit is a practical guide to
immersed in a destination. A brochure rack no longer providing information and services to visitors in the
satisfies visitor thirst for knowledge. Visitor servicing age of customer empowerment enabled by digital
that harnesses passionate locals to inspire and technology. It includes a checklist for Councils to review
influence travellers to increase their length of stay and when assessing visitor servicing needs.
R O NI C KI
ECT O
EL
SK
LM
OC I A E DI A EMAIL
S
ER
REVIEW S
B IL E / O NLI NE
MO
I
ATIONS
ERV
US
TES
WE
S
G & RE
BSITES & A
OK IN
BO PPS
Visitors
PER N
SON-TO-PERSO
LOC
AL Figure 6: The Riverland Ambassadors website
RS
AMBASSADO
OB
OSK
I
M
ILE V
ISITOR K
Benefits for ambassadors include increased knowledge about the region and its events, regular updates via an e-newsletter, and invitations to
networking events to get to know other Riverland Ambassadors, Destination Riverland staff and Riverland Global Ambassadors, who are high-profile
IERGE
FRONT
IS IT
O R C E NTRE S hometown celebrity ambassadors, such as sports stars.
V
IN E
NC
STAFF / CO
L
Figure 5: The modern holistic model of visitor servicing [Source: A National Perspective on Visitor Information Servicing paper]
WHAT ARE THE INTENDED PROJECT OUTCOMES?
• Increase visitation from target markets
• Increase visitor satisfaction and positive word of mouth about the region
• Increase foot and online visitor traffic to the Emerald VIC
• Increase cross-promotion of tourism product and experiences
• Increase the return on investment for visitor servicing
PA G E 1 8 CENTRAL HIGHL ANDS CENTRAL HIGHL ANDS PA G E 1 9
V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2 V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2VISITOR INFORMATION CENTRE CASE STUDY: MACKAY, QLD
The Riverland Ambassador Program was initiated in a meeting of high profile ex-Riverland residents who have a passion for the river townships they
grew up in, and a desire to assist and support in the promotion of the region for economic benefit and vibrancy.
“I completed the Riverland Ambassador program to help tourists and other locals learn more about the Riverland.” When a new highway bypass was constructed enabling visitors to drive along the highway at Sarina 35km south of Mackay where the bypass
- Reece, a local forklift driver with a passion for the region past Mackay without entering the town, Mackay Tourism in partnership begins. The Mackay VIC can now capture the sizeable drive market
with Mackay Regional Council took the initiative to construct a new VIC heading north along the Bruce Highway.
“Working in a cellar door, people seek my recommendations on where to eat, visit and how to get there. People
are always asking questions about our wonderful region every day, so it made perfect sense to become a Riverland
Ambassador.”
- Natalie from Berri Estates Cellar Door
“I often chat with tourists about what they have planned and make suggestions.”
- Karen from Canoe Adventures
“I love the Riverland and its people, since being a backpacker here in 2009 and I ended up in the Riverland again in
2016, living and settling here now with my two little ones. I just had to take this course and learn more about the
beautiful Riverland so I can share more of it with others and my kids who are growing up here!”
- Trisha Schwarz
“I love living here and enjoy showing off all the amazing things we have to offer to friends and family!”
- Celeste, journalist at The Murray Pioneer
“Having lived in Renmark my whole life (and my parents have too!), I felt I needed to be a representative for our region
and have knowledge to share. Plus, it is good to have a refresher of what our region has to offer.” Figure 7: Mackay Visitor Information Centre in Sarina
- Deanne from Boats and Bedzzz and Renmark River Villas
The VIC is part of the Sarina Field of Dreams parkland precinct which also includes:
“The Riverland is warm and welcoming; it’s beautiful. The people embrace you. But for me, it’s got plenty of soul, it’s
got spirit, and there’s always been a deep connection inside me.” • traveller facilities such as a dump point, toilets, playgrounds, BBQs, bins, tea and coffee, and free WiFi
- Pat Mickan, dual Olympian, Basketball Hall of Fame recipient and Riverland Global Ambassador • Sarina Sugar Shed, an award-winning purpose-built tourist attraction with 10,000 visitors each year; Australia’s only miniature working sugar
mill and distillery which has four guided tours daily, taking visitors on a journey from cane paddock to plate/glass and showcasing the region’s
agricultural heritage
• Sarina Art and Craft Centre
• Sarina Historical Centre museum
• Sarina Art Gallery
• regular small events.
While the VIC is based in a 1950s railway station, inside it features the latest technology, making it one of the most advanced information centres in
Australia.
PA G E 2 0 CENTRAL HIGHL ANDS CENTRAL HIGHL ANDS PA G E 2 1
V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2 V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2PROJECT ACTION PLAN
ACTIONS REQUIRED VISITOR RESPONSIBILITY TIMEFRAME BUDGET MEASURES OF SUCCESS
MARKETS
Co-locate the Emerald VIC with the proposed Science All Project lead: 2022-2023 $25,000* for • Number of visitors
and Geology Centre in the planned arts and culture CHDC contribution to region
precinct in the Emerald CBD. Supporting to Science • Number of
This will require a partnership arrangement with the partner: CHRC and Geology overnight visitors
Science and Geology Centre to incorporate the VIC in Centre to region
their planning and business feasibility. planning and
feasibility • Length of stay in
region
• Number of visitors Blackwater International Coal Centre, Blackwater.
to Emerald VIC
• Social media
visitor satisfaction
rating
Develop a business case to establish the options and Project lead: 2020 $20,000* • Business case
their feasibility for the relocation and reuse of the
existing Emerald VIC building.
Opportunities to increase visitor traffic to the park and
CHRC completed and
accepted by CHDC PROJECT 3: EDUCATION TOURISM
adjacent heritage precinct should be considered.
Develop a visitor servicing program incorporating All Project lead: 2020 $105,000* • Number of visitors
local businesses and organisations that are visitor Industry (via to region
touchpoints across the region. Setting up the program TAP and TAG) • Number of
will involve: Supporting overnight visitors
• reviewing and analysing visitor hotspots to identify partner: CHRC to region
where visitor servicing is required
• gaining the commitment of operators at visitor
• Length of stay in
region
WHY THIS PROJECT?
hotspots to be local ambassadors providing a warm • Social media
welcome and a base level of regional information to visitor satisfaction Primary and high schools and tertiary institutions further and share experiences.
encourage travellers to extend their stay rating
• training VIC staff/volunteers and local ambassadors seek out locations where they can extend learning Central Highlands’ schools and tertiary institutions
• Increased
on visitor engagement (see Project 5: Industry operator customer opportunities and outcomes for their students. Key are an important partner for the tourism industry
Capability) review scores
• pilot the program at the main geographic gateways from TEQ’s Best selling points for educators is direct alignment with the in itinerary development. Using its education sector
(Emerald, Carnarvon Gorge, Gemfields, Anakie of Queensland
Crossroads, Rolleston, Springsure, Blackwater/ Experiences Australian Curriculum and the needs of the institution, expertise will enable the region to offer contemporary
Duaringa and Capella); with a view to extend to program
other visitor touchpoints if required (measured by
and unique, immersive experiences that appeal to content in a leisure setting that is directly linked to
Elements of the program will include: ReviewPro GRI) students. Central Highlands has an opportunity to education outcomes. It will also promote the region as
• toolkit with guidelines on the service and offer hands-on, fun, nature-based tourism experiences
information delivery requirements of ambassadors a place for further education.
(service experience, information provided, brochure focused on the region’s geology and landscape as a
racks, signage encouraging exploration of region) To realise the full benefit for the destination,
• coordinated signage and brochure racks in visitor point of difference, and Indigenous experiences as they
a coordinated approach is fundamental, with
hotspots develop.
• promotional collateral for VICs and other visitor comprehensive itineraries offered that bring together
touch points that are local ambassadors Entry into the education tourism sector requires long all relevant providers to maximise length of stay in the
• a regular program of local famils; for local
councillors and key decision makers the focus is term development and commitment, beginning with region as well as extending reach through coordinated
on meeting industry and gaining an appreciation
focussed industry development and alignment with marketing and famils. This collaboration must be
of the value to the region; for industry operators
and VIC staff/volunteers the purpose is to education outcomes. If a destination creates a strong borderless, with Central Highlands participating in
maintain knowledge of the region’s attractions and
experiences relationship with education providers, there is every multi-regional itineraries, for example, where schools
• a closed Facebook group to encourage information
chance they will return. Once they find what works well, travel overland from the east coast to the Outback and
sharing and cross promotion amongst local
ambassadors the schools will often travel to the same destination seek excursions along their journey. The Queensland
(Refer to the Riverland Ambassadors Case Study for
insights on a local ambassador program.) at the same time of year to do the same trip. These Outback Tourism Education Experience Program
students can be ambassadors for the region, returning provides a vehicle for the region to be involved in cross-
Incorporate digital visitor servicing as a function of the Families Project lead: 2020 Included • Social media
VIC. Older CHDC within visitor satisfaction with their families in the school holidays to explore border itineraries.
Actions will include: couples/ Supporting Project 4 rating
• develop a schedule of online posts Grey partner: CHRC • Site visits
nomads
•
•
maintain the region’s online content
engage with travellers through social media and
VFR/
Locals
• Visits to
destination
website
WHAT ARE THE INTENDED PROJECT OUTCOMES?
online review sites
• Social media • Increase in education tourism group visits to the region
This function will be a role for the proposed Experience followers
Development & Marketing resource (See Project 4).
• Increase in length of stay of education tourism group visits
• Increase in awareness of the geology story as a point of difference for the region
*Reallocation of $150,000 funding proposed for increasing staffing at VICs.
PA G E 2 2 CENTRAL HIGHL ANDS CENTRAL HIGHL ANDS PA G E 2 3
V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2 V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2EDUCATIONAL TOURISM PROJECT CASE STUDY: ACT PROJECT ACTION PLAN
The National Capital Educational Tourism Project (NCETP) aims to created from a growing need among the ACT tourism industry for a ACTIONS REQUIRED VISITOR RESPONSIBILITY TIMEFRAME BUDGET MEASURES OF
encourage schools to see the wonderful opportunities available for collaborative marketing campaign aimed specifically at the schools MARKETS SUCCESS
educationally-valuable school excursions to Canberra. Australia’s market. The NCETP uses targeted marketing strategies to encourage
Dedicated resource assigned to Education Project lead: 2021 Part of • Online content
National Capital is the home of the Australian story, and a range of more schools to visit the National Capital and its attractions, exposing coordinating education tourism activity groups CHDC regional developed
national cultural institutions and attractions providing education their treasures to primary and secondary school students throughout (part of the Experience Development & Supporting marketing • Number of
programs that can immerse students in hands-on learning in the areas Australia.
Marketing resource: see Project 4). partner: fund (See bookings for
Role will: education Project 4) education
of civics and citizenship, science, history, geography, culture and art. Programs are offered at 23 cultural institutions and attractions, all
• identify local providers willing to be institution tourism groups
The vision of the NCETP is to establish the National Capital as the focusing on supporting the successful delivery of the Australian involved and Central
Highlands
premier educational tourism destination in Australia. The NCETP was Curriculum. • build relationships with target Science &
education institutions to identify Geology Centre
partners in developing the program
• work with education institutions to
identify the learning outcomes they
need to meet, and match those with
the region’s product and experiences
• facilitate product and itinerary
development
• work with primary and secondary
schools, and local tertiary institutions
in development of itineraries
• develop online content for education
providers with information on
facilities, sample itineraries,
testimonials and aspirational images
• work with the coordinator of the
Queensland Outback Tourism
Education Experience Program to
have appropriate content included
• coordinate famil visits by educators
• provide quarterly school product
updates
• promote the region at dedicated
education shows, conferences and
trade shows, and in relevant niche
magazines
Audit current facilities available to host Education Project lead: 2020 $2,360 • Action plan
education groups, identify any gaps groups CHDC implemented
and develop an action plan to address
Figure 8: Australian Parliament House is a popular attraction for school groups to Canberra these gaps and ensure that there are
adequate facilities for this market
NCETP has a comprehensive website that includes information on:
• National Capital Teacher’s Pass which provides teachers free access to participating National Capital Attractions whilst visiting Canberra to Run education tourism product and Education Project lead: 2021- $4,190 • Number of
explore opportunities for planning a school excursion to Canberra itinerary development workshops for groups CHDC ongoing local providers
local providers Supporting offering
• Subsidised Teacher and Tour Operator Familiarisation Tours partner: education
Industry (TAP tourism
• A planning checklist product
and TAG)
• A National Capital School Excursion Planner guide through the National Capital attractions, accommodation options, transport operators, and • Satisfaction
recreational and night-time activities rating by
education
• Parliament and Civics Education Rebate (PACER) tourism groups
• Teacher resources
NCETP is an initiative of the ACT Government, Visit Canberra, and National Capital Attractions Association, monitored by an advisory Stakeholder
Council. Management and coordination are outsourced to a private firm.
Results
• Over 160,000 students visit Canberra each year
• Increased the number of annual student visitors to the National Capital by over 35% since 2001
PA G E 24 CENTRAL HIGHL ANDS CENTRAL HIGHL ANDS PA G E 2 5
V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2 V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2WHY THIS PROJECT?
Continued product development is fundamental to Embracing digital marketing channels is a fundamental
support the new brand story and provide reasons for strategy for the region as travellers increasingly use
visitors to stop and stay in the region. An industry- digital devices for destination inspiration, planning,
led approach is a priority for local operators wanting booking and experience sharing (as illustrated at
to ensure experience development and marketing Figure 5). Social media advocacy can have a significant
efforts are directed in the best way possible with the impact on a region and an operator’s business and help
resources available to encourage overnight visitation increase awareness and drive visitation.
and spend in the region. The Central Highlands has two Events are an important marketing tool for the region.
‘anchor attractions’: national park experiences, notably They can enhance awareness and draw visitors. Events
at Carnarvon Gorge and Blackdown Tableland parks; are also vital to the health of the community as they
and the Sapphire Gemfields. These are aspirational increase pride and a sense of connection. Rather than
experiences that draw visitors. There are opportunities attracting new events, the focus will be on maximising
to continue to develop these products as well as leverage value from the region’s existing events. A coordinated
them to promote a broader offering of things to see events calendar will prevent date clashes and capacity
and do around visits to these attractions. The region’s issues for event managers, and will enable collaboration
heritage and culture, including the Indigenous stories amongst tourism operators and other businesses
are also important elements of the region’s fabric. around cross promotion to encourage event visitors to
There is considerable scope to develop the region’s stay longer. A seasonal events marketing campaign will
Indigenous tourism product and deliver Indigenous harness the local community as tourism ambassadors.
experiences in partnership with local businesses and When they are well informed of what is on, they can
communities. influence the number of VFR travelling to the region
A dedicated experience development and marketing and spending in the local economy.
resource will be required to support industry in the Understanding visitors’ travel patterns and behaviour in
development and implementation of an annual the region is critical to inform marketing and experience
strategic experience development and marketing plan, development activity and measure the outcomes of
with a key focus on digital marketing, event marketing marketing campaigns and experience enhancements
and coordination of a data collection project. They will and developments. Several data collection options are
work with the regional tourism organisation, CE, to help suggested to give CHDC insights into who the visitors
maximise the value industry gains from membership are and their travel behaviour.
and ensure marketing efforts align to achieve the
greatest reach and impact.
WHAT ARE THE INTENDED PROJECT OUTCOMES?
Australian Light Horse Monument, Capella. • Industry-led annual strategic tourism development and marketing plan
• Dedicated tourism development and marketing resource assigned to maximising tourism outcomes for the
industry and communities across the region including Indigenous communities
• Increase in cross promotion of tourism product and experiences to leverage events
PROJECT 4: EXPERIENCE DEVELOPMENT AND • Increase in overnight visitation
MARKETING PROGRAM • Increase in local industry and community awareness of the region’s events
• Increase in industry’s return on investment for RTO membership
PA G E 26 CENTRAL HIGHL ANDS CENTRAL HIGHL ANDS PA G E 27
V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2 V I S I TO R E C O N O M Y S T R AT E GY 2 0 2 0 - 2 0 2 2You can also read
