City of Bunbury Tourism Strategy 2009 2014 - Revised
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City of Bunbury Tourism Strategy 2009 – 2014
Revised
City of Bunbury
Tourism Strategy
2009 - 2014
April 2009
Revised 2010
March 2011
Page 1
City of Bunbury Tourism Strategy 2009 – 2014
Contents
1. Background ........................................................................................................... 3
1.1 Purpose of the Strategic Plan for Tourism ......................................................... 4
1.2 2010 Review of the Strategic Plan for Tourism .................................................. 4
2. Vision for Tourism ................................................................................................. 5
3. Market Situation and Trends................................................................................. 5
3.1 Overview ........................................................................................................... 5
3.2 Key observations............................................................................................... 6
3.3 Trend summary ................................................................................................. 7
3.4 Trend and opportunities review, 2010 ............................................................... 7
4. Strategy Approach .............................................................................................. 10
4.1 Component 1 – Product Development............................................................. 10
4.2 Component 2 - Marketing ................................................................................ 10
4.3 Component 3 – Leadership and Facilitation .................................................... 11
5. Component 1 – Product Development ............................................................... 12
5.1 Accommodation .............................................................................................. 12
5.2 Attractions and Activities ................................................................................. 14
5.3 Amenity ........................................................................................................... 17
5.4 Access ............................................................................................................ 18
5.5 Product Development review, 2010 ................................................................. 19
6. Component 2 – Marketing ................................................................................... 20
6.1 Market information and monitoring .................................................................. 20
6.2 Competitive Advantages and Opportunities..................................................... 20
6.3 Target market segments ................................................................................. 21
6.4 Annual Marketing Implementation Plan ........................................................... 22
6.6 Niche Markets ................................................................................................. 22
6.7 Niche Market Strategy and Implementation ..................................................... 23
6.8 Growth Targets ............................................................................................... 23
6.9 Marketing review, 2010 ................................................................................... 24
7. Component 3 - Leadership and Facilitation ....................................................... 26
7.1 Agency Roles .................................................................................................. 26
7.2 Value of Tourism Awareness .......................................................................... 27
7.3 Leadership ...................................................................................................... 28
7.4 Industry Participation ....................................................................................... 28
7.5 Industry Participation review, 2010 .................................................................. 29
8. Implementation Plan .......................................................................................... 30
9. Appendix .............................................................................................................. 42
9.1 Appendix 1 – Workshops Summary ................................................................ 42
9.2 Appendix 2 – Tourism Strategy 2009 – 2014 Progress Report August 2010 ... 49
9.1 Appendix 3 – Review Workshop Summary...................................................... 59
Page 2City of Bunbury Tourism Strategy 2009 – 2014
1. Background
A number of City of Bunbury plans and strategies provide the framework under which this City of
Bunbury Tourism Strategy sits.
City of Bunbury Strategic Plan 2007 - 2012
The City of Bunbury‟s Strategic Plan contains the directions for, and the ethos of, the
Council and the outcomes it hopes to achieve for and with the community from 2007 to
2012. Within the hierarchy of policy and strategic planning, the Tourism Strategy is one
of 5 functional strategies proposed.
City Vision Strategy 2007
In 2007 City Vision Strategy was formally adopted by Council. It is the culmination of an
extensive community based planning exercise that will influence change and steer future
growth in Bunbury over a one generation (25 year) period. The primary aim of the
document is to strengthen the role of Bunbury as the South West region‟s capital and
consolidate the City‟s future planning approaches. It is a non-statutory policy framework
that will guide land use and infrastructure planning, and the City‟s activities in delivery of
services to its community.
Local Planning Strategy for Tourism (2008, draft)
The purpose of the LPS for Tourism is to “provide a clear and robust spatial planning
framework for tourism that will guide growth and inform developers, investors and
residents alike.” The LPS aims to encourage and accommodate forms of appropriate
development as part of an integrated planning strategy for Bunbury to assist the City
towards achieving its potential as a major destination for visitors. Currently in draft form,
the LPS for Tourism requires Council input, approval for advertising, a formal consultation
process and submission to/acceptance by the WAPC.
City of Bunbury Marketing Strategy 2008 and Implementation Plan 2008-09
Seven strategies were proposed in the City‟s 2008 Marketing Strategy. Those of
particular relevance to tourism are;
Outstanding brand – Bunbury the destination. Develop a unique and defensible
brand for Bunbury
Stakeholder management – identify and effectively manage key stakeholders
Build on existing alliances – including tourism affiliations and regional partnership
opportunities
Establish excellent media relationships – build positive regard for Bunbury and
deliver a public relations and communications program
Ongoing marketing planning system – Bunbury undertakes best practice and ongoing
marketing planning
Subsequent to this, the City has developed new destination branding for Bunbury,
informed by the Synovate market research, which is expected to be launched in late
2008. The 2008-09 Implementation Plan is a costed action plan that identifies the
activities that will be undertaken in each focus area.
Two workshops attended by approximately 50 tourist operators, Councilors, Council officers and
industry stakeholders from Bunbury and surrounds were held. Workshops outcomes are
contained in Appendix 1. The City‟s Management Executive and City Life department were
involved in strategy development, providing feedback on the draft report and approving the final
strategy prior to presentation to, and adoption by, Council.
Page 3City of Bunbury Tourism Strategy 2009 – 2014
1.1 Purpose of the Strategic Plan for Tourism
This Strategy seeks to provide a clear framework for the City‟s role in tourism development,
marketing and leadership over the five year period commencing January 2009. The Strategy
brief requires this plan to;
Identify the strategic direction
Provide a clear set of objectives
Provide key result areas
Map implementation over a 5 year period, linking it to other City of Bunbury strategic
documents as appropriate
1.2 2010 Review of the Strategic Plan for Tourism
The City engaged a facilitator in August 2010 to conduct a review of the Strategy with the aims of;
Documenting what has been achieved to date in terms of implementing the Strategy
under the three key areas of Product Development, Marketing and Leadership and
Facilitation;
City Life staff have compiled a review of activity to date of Strategies contained within the
Strategy. This document Tourism Strategy 2009 – 2014 Progress Report August 2010 forms
part of this Addendum, found at Appendix 2.
Seeking stakeholder input to update the Strategy through workshops, meetings and
inviting written submissions;
th st
Two workshops were advertised - Monday 30 August (day) and Wednesday 1 September
(evening) - via the City Beat column in local press, via direct mail/email to tourism operators,
Visitor Centre members and regional tourism related agencies. The evening workshop was
th
cancelled due to lack of numbers, 13 attended the workshop on 30 August and three written
submissions were received (See Appendix 3 for list of workshop attendees and written
submissions).
Produce an Addendum to the City of Bunbury Tourism Strategy 2009 – 2014 for
Council’s review and approval;
Edge Tourism and Marketing, the Strategy author, was engaged to facilitate the review process.
Seven (7) new or amended Strategies were adopted by Council in March 2011 as a result of the
review process which will be in addition to the existing 19 Objectives found within the current
Strategy. These new or amended Strategies have been incorporated into the Implementation
Plan, Section 8 of this report.
Page 4City of Bunbury Tourism Strategy 2009 – 2014
2. Vision for Tourism
As the major regional city for the South West of Western
Australia, Bunbury will continue contributing to the economic
wellbeing of the region through a sustained commitment to
tourism. It will aspire to promote the region’s diversity,
attractions and activities to enhance the visitor experience while
embracing the city’s lifestyle and culture.
3. Market Situation and Trends
Visitor profile information is based on data published by Tourism WA in the “Local Government
Area Fact Sheet – City of Bunbury 2006” and “Regional Development Commission Area Fact
Sheet – South West 2006”. More recent updates (2007) exist but due to changes in data
collection methodology and some significant data anomalies on pervious years, the 2006 Fact
Sheets have in the main been referred to in the section as they are considered to provide more
reliable trend information. Data published by Tourism Research Australia for the 3 to 4 year
rolling average to June 2007 is consistent with the 2006 data quoted below.
Following is a brief summary of visitation and market trends relevant to Bunbury, and in
comparison to the wider South West region.
3.1 Overview
The following table provides a summary of overnight visitors, visitor nights and day trippers to
Bunbury in 2007.
Table; Overnight visitors, visitor nights and day trippers, Bunbury, 2005 and 2006 Annual
Average
Visitors Nights Av Length of Stay
Overnight Visitors
Intrastate 247,000 511,000 2.1 nights
Interstate 30,000 115,500 3.9 nights
International 21,000 170,000 8.1 nights
Total 298,000 796,500
Day Visitors
Domestic Day Trips 772,000 n/a n/a
Source: Local Government Area Fact Sheet – City of Bunbury 2006, Tourism WA.
An average of approximately 800,000 nights was spent in Bunbury for each of the 2005 and 2006
years.
Page 5City of Bunbury Tourism Strategy 2009 – 2014
Of all nights spent in Bunbury in 2005 and 2006, 64% were by West Australians, 15% by
interstate visitors and 21% by international visitors. This differs from the South West regional
trend in that Bunbury has a greater proportion of interstate and international visitors compared to
intrastate visitor nights (which comprised 75% of all visitor nights to the wider region).
These figures include those who stayed in commercial accommodation as well as those who
stayed with friends and relatives. 47% of all nights spent in Bunbury by domestic visitors (from
intrastate and interstate) were spent in the home of a friend or relative.
3.2 Key observations
Visitor Numbers and Origin
The number of visitors who stayed at least 1 night in Bunbury has increased by
approximately 1.5% each year for the 4 year period 2002 to 2006. This compares to a
decrease for the South West region as a whole of approximately 0.5% per year for the same
period.
Bunbury‟s average share of all visitors to the South West who stay at least one night has
increased from 16% in 2002 / 2003 to 18% in 2005 / 2006.
Average length of stay by international visitors to Bunbury has doubled to approximately 8
nights over the 4 years 2002 to 2006.
Bunbury receives around 41% of all day trips to the South West region.
Day trips are an important area of growth for Bunbury, increasing significantly in 2005 / 2006
compared to the pervious 3 years.
No major trend changes are evident regarding the purpose for which visitors came to
Bunbury, with results over the 4 year period 2002 to 2006 suggesting around 40% came to
visit friends and relatives, 40% for holidays / leisure and the remainder mostly on business.
For day trippers during the same period, around 50% came to visit friends and relatives, 30%
for holidays / leisure and the remainder mostly for „other‟ reasons, such as education,
employment, health, business etc.
Accommodation
Occupancy in Bunbury is high at 73% in 2007 (source: ABS Survey of Tourist
Accommodation data. Local feedback suggests this figure is higher, perhaps 80% - 85%).
The regional average occupancy rate is thought to be between 45% and 55%.
Bunbury shows less seasonal fluctuation in accommodation demand than the region as a
whole.
Just over half of domestic overnight visitors stay in commercial accommodation eg
hotel/motel/resort 35% with the remainder in caravan parks, rented houses/apartments or
small scale accommodation. For the region, 65% stay in these forms of commercial
accommodation.
International overnight stay visitors to Bunbury are more likely to stay in hotel/motel/resort
accommodation (42% in 2005 / 2006) and other forms of commercial accommodation than
with friends and relatives (21%).
2007 data suggests domestic overnight stay visitors to Bunbury spend on average $116 per
night, with day trippers spending an average $133 per person. This compares to the regional
average of $103 per night for overnight stays.
Purpose of Visit
Just under half of all overnight domestic visitors to Bunbury stay with friends and relatives.
This proportion has decreased slightly over the 4 years 2002 to 2006 but is still notably higher
than the regional average of 35%.
Page 6City of Bunbury Tourism Strategy 2009 – 2014
The most common leisure activities undertaken by overnight stay visitors to Bunbury were
visiting friends and relatives 52%, eating out 47%, general sight seeing 28%, shopping 27%,
going to the beach 21% and to pubs / clubs 20% (2005 to 2007 annual average).
For the South West, most popular leisure activities were similar with the addition of wineries
and bushwalking.
3.3 Trend summary
Areas of growth;
Number of overnight stay visitors and nights spent in Bunbury
Number of day trip visitors
Interstate visitors
International visitors
Average per night expenditure by overnight stay domestic visitors
Occupancy rates
Areas of decline;
Intrastate visitors
3.4 Trend and opportunities review, 2010
The 2010 Tourism Strategy Review included a scan of current tourism visitation and feedback
from operators attending the workshops. The outcomes were as follows;
Data available on visitation to Bunbury and the Australia‟s South West region is scant and has
questionable validity given sample sizes and age of the data available. Tourism Research
Australia is now the only umbrella agency providing visitor data extrapolated from National and
International Visitor Surveys and ABS data. Data availability and currency is further impacted by
the demise of the tourism research section at Tourism WA.
The summary below of available data relating to Bunbury visitation trends is based on most
recently published data based on National and International Visitor Surveys and ABS data by
Tourism Research Australia;
2009/10 Regional Tourism Profile for Australia’s South West (RTP) This report
summarises visitor activity in the Bunbury – Albany region.
Local Government Tourism Profile for Bunbury to 2007 (LGTP) This report provides a 3
to 4 year average summary of visitor activity in Bunbury to June 2007).
Dolphin Discovery Centre – Economic Review June 2010 (DDCER) Compiled by the
Tourism WA Research Team in June 2010 with access to more current data than is available
in the public domain. This report was commissioned by the Dolphin Discovery Centre as part
of its business planning and is quoted with their permission.
The table below is from the Dolphin Discovery Centre – Economic Review June 2010 and
was compiled by Tourism WA‟s research division.
Page 7City of Bunbury Tourism Strategy 2009 – 2014
Table: Visitor Estimates to the City of Bunbury.
YE Dec 2005 YE Dec 2006 YE Dec 2007 YE Dec 2008 YE Dec 2009
Estimated Visitors
Domestic 269,000 285,000 262,000 219,000 241,000
International 23,300 18,800 22,700 19,400 22,100
TOTAL 292,300 303,800 285,700 238,400 263,100
Estimated Visitor Nights
Domestic 673,000 579,000 649,000 509,000 502,000
International 159,000 181,000 174,200 358,000 228,000
TOTAL 832,000 760,000 832,200 867,000 730,000
Average Length of Stay (Estimated Nights)
Domestic 2.5 2.0 2.5` 2.3 2.1
International 6.8 9.6 7.7 18.5 10.3
TOTAL 2.8 2.5 2.9 3.6 2.8
The Dolphin Discovery Centre – Economic Review June 2010 also states;
“Current trends indicate travel activity in Australia and Western Australia is declining at an
overall level. This is fuelled by declines in the domestic market, as more Australians take
advantage of readily available international travel (source: WA Statistical Indicators,
March 2010). Over the last 10 years, Bunbury has seen an average of (-)1.2% decrease
each year in the domestic market.
International activity continues to be strong in both Western Australia and Bunbury. Over
the last 10 years, Bunbury has seen an average of (+)1.4% increase each year.”
The Bunbury Visitor Centre has indicated;
Walk-in numbers in 2009/10 were 23% up on the previous year (mainly a result of day
trippers using the new highway).
The value of accommodation and tour bookings was up 1.5% in 2009/10.
Feedback from workshop attendees and tourism agencies highlighted the following trends &
opportunities;
Backpacker numbers - Down with less groups (eg sporting groups) and internationals.
Seems to be less seasonal / casual work to keep international backpackers in Bunbury.
Caravan park numbers strong – Caravaners, sporting and corporate groups. For example,
the two biggest parks (Discovery Parks) are 200 nights up on the previous year.
New highway - big boost to day trippers and short breaks market. Little impact reported for
inland destinations. More enquiries for accommodation from day trippers.
Groovin‟ the Moo – A great event for Bunbury and accommodation and service sectors. Well
run event, filled accommodation, attracted a new market to Bunbury. Overflow
accommodation provided was essential to cater for numbers.
Page 8City of Bunbury Tourism Strategy 2009 – 2014
7 day trading – Welcomed by tourist operators. At last meeting visitors expectations. Now
needs extension to local public transport services to support it.
Bali competition – Visitation to the South West is being impacted by heavily promoted cheap
Bali and South East Asia destinations. South West is seen as offering increasing poor
comparative value. How does Bunbury compete? Supports the development of product
packaging eg couples & family deals.
Product packaging (eg accommodation / tours / dining / transport packages) - These should
be a major priority for Bunbury. Operators are starting to talk amongst themselves to make
this happen. A need to work with the Visitor Centre for sales and marketing support. Viewed
as very positive development by operators with far reaching positive impacts for core and
associated tourism products and services.
Packaging themes - Ideas for packaging includes themed trails incorporating Bunbury and
hinterland products and services.
Nature based – Bunbury has good nature based product eg Dolphin Centre, Big Swamp,
coastline and hinterland. How should / could this be packaged? Needs product development
based on a focus on active eco experiences. SWDC‟s „Ecowalks‟ brochure is an excellent
tool.
Food tourism – Investigate opportunities for food based tourism given the wide range of
quality produce (fruit, vegetables, dairy, wine, beef, fish, preserves, etc) of the area. For
example, encourage and promote a focus on local produce in restaurants, a buying
cooperative, the slow food movement etc. Apply as a tourism focused program with
outcomes for broadly based economic development in the Greater Bunbury region.
Page 9City of Bunbury Tourism Strategy 2009 – 2014
4. Strategy Approach
Three major components underpin this Strategy;
4.1 Component 1 – Product Development
The “5 A‟s” approach has been applied to product development for consistency with the City‟s
Local Planning Strategy for Tourism, draft, April 2008. The diagram below shows the five
elements and their interrelationship;
Attractions Activities
Accommodation Access
Amenities
4.2 Component 2 - Marketing
Marketing strategies aim to deliver destination and product marketing that is underpinned by an
understanding of the existing and potential markets;
Market information and Destination marketing – branding and
monitoring. positioning, motivate visits, focused on strengths
Understanding key / competitive advantages.
markets and trends.
Identifying strengths and
opportunities. Product Marketing – City of Bunbury managed
Monitoring and review attractions / amenities, visitor information and
systems in place. sector specific marketing strategies eg business
tourism.
Page 10City of Bunbury Tourism Strategy 2009 – 2014
4.3 Component 3 – Leadership and Facilitation
Leadership and facilitation by the City are essential elements which underpin the successful
implementation of this strategy with regard to local awareness and support for tourism, and the
engagement of tourism operators from Bunbury and the surrounding Bunbury Wellington sub-
region. Participants at workshops held to inform the development of this Strategy were
representative of the greater Bunbury area and sub-region. These participants supported the
concept of the City of Bunbury providing tourism leadership within the sub-region.
City Bunbury leadership, facilitation and communication role
Bunbury residents
Tourist operators eg accommodation, attractions, tours etc
(Bunbury and sub-region)
Non-core product and service providers eg retail, food and
beverage, personal services etc.
Tourism industry eg neighboring VC‟s, TWA, ASW etc
Page 11City of Bunbury Tourism Strategy 2009 – 2014
5. Component 1 – Product Development
5.1 Accommodation
Bunbury‟s 33 accommodation establishments provide a combined capacity of 1,112 lettable units
comprising 2,960 beds with current occupancy of up to 80%. In addition, projects in the planning
or construction phases will add another 526 beds to current stock.
Bunbury‟s high occupancy rate combined with the City of Bunbury‟s aspiration to expand tourism
markets, profile and the standard and/or range of accommodation available have initiated a
process to attract new accommodation development to Bunbury.
Work to date to progress this aim include approaches to accommodation managers, initiating a
re-zoning of the Punchbowl site for tourist accommodation to make it development ready, and
working with Tourism WA‟s Landbank initiative to identify potential accommodation sites in
Bunbury on City of Bunbury owned land.
A study commissioned by Landbank in conjunction with the City of Bunbury (Bunbury
Accommodation Study, MarkeTrade, September 2007) aimed to;
Identify accommodation development sites in Bunbury
Assess supply / demand issues
Subject identified sites to pre-feasibility site assessment
Provide a guide to potential developers on accommodation opportunities in Bunbury.
This study noted demand from the corporate (business traveler) market is high and the holiday /
leisure market is also significant although more seasonal. Growth in demand for commercial
accommodation is expected to average around 3% p/a for Bunbury in the short to medium term
which will lead to noticeable shortages in some commercial accommodation styles. Gaps in
accommodation identified were;
5 star resort, 80-100 rooms (200 – 250 beds)
4 – 5 star hotel and serviced apartments, 80 – 100 rooms (200 – 250 beds)
3 – 4 star budget hotel / motel, 80 rooms (200 beds)
4 – 5 star caravan park for short stay (250 – 300 beds)
4 star backpackers lodge, bunkhouse (40 – 50 beds)
The above additional accommodation would provide a total of 890 – 1,050 new beds. This
volume would address predicted accommodation shortages if constructed by 2021 and the
expected 3% growth in demand p/a was not exceeded. However, it should be noted that there
are no guarantees for the construction of these new beds, and current market conditions would
suggest major investment in new tourist accommodation, particular in the 4 to 5 star range, is
likely to be held back until market conditions stabilize.
Three sites were identified for viability assessment to meet the most immediate development
requirements;
Site 1 – Koombana foreshore, approximately 1.07ha, beachfront location, suitable for hotel
accommodation, with scope for tourism / mixed use commercial adjacent, as part of Landcorp‟s
Koombana Bay Redevelopment Project.
Site 2 – Former Punchbowl Caravan Park, approximately 2.0ha, in proximity to the beach,
suitable for development of motel/hotel and short stay accommodation, with scope for residential
and mixed use. Identified as a priority for fast-track consideration.
Page 12City of Bunbury Tourism Strategy 2009 – 2014
Site 3 – An unidentified CBD location suitable for hotel accommodation to suit corporate and
leisure market, with scope for integration of commercial / mixed use / car park adjacent.
Broadly, the process suggested for attracting investor interest is;
Statutory Framework – Progress the Local Planning Strategy for Tourism
(currently in draft form) for formal adoption as a policy document influencing
TPS7.
Development ready site/s – Ensure site/s are development ready – ie
compatible zoning, initial approvals in place.
Prepare a development prospectus – outlining destination profile, site tenure,
market conditions (tourism and real estate), site capability, packaged / linked
development opportunities (eg parking, future convention facilities at BREC etc),
Developers and Managers – Tourism WA Support – participate
identify and approach in Tourism WA‟s Landbank initiative
accommodation developers and and utilise services of Investment
managers, or developer / manager / Attraction division eg feasibility
investor consortiums. investigation, investor marketing,
industry contacts, advice.
OBJECTIVE
P1 Attract new accommodation development in the 4 to 5 star range.
Strategy
P1.1 Progress the adoption of the Local Planning Strategy for Tourism as a policy
mechanism to inform Amendments, Reviews and private sector tourism development
applications.
P1.2 Actively pursue the development of the Key Tourism sites identified in the 2007
Landbank Tourism Accommodation Study.
There is general agreement that refurbishment and/or redevelopment of some existing tourist
accommodation is overdue. This will largely be a decision by property owners based on market
conditions in tourism and real estate sectors and a favorable viability assessment. Tourism WA
has an Investment Unit that provides advice and assistance to private operators who are seeking
investment in tourist product. Council‟s role could be to facilitate initial contact between Tourism
WA‟s Investment Unit and owners of existing accommodation properties. Council may also wish
to consider provision of financial incentives for upgrade of existing accommodation eg waiving
planning, building and health fees.
Page 13City of Bunbury Tourism Strategy 2009 – 2014
OBJECTIVE
P2 Encourage refurbishment or redevelopment of existing tourist accommodation.
Strategy
P2.1 Facilitate a seminar by TWA‟s Investment Unit for owners of existing
accommodation properties.
Holiday home accommodation – where houses in residential or mixed use areas are rented for
short stay tourist use – is becoming more prevalent throughout the region. It is acknowledged
that this can have beneficial outcomes for the quantity and diversity of self contained
accommodation product available. The draft LPS for Tourism proposes to allow this use of
residential (single or grouped / multiple dwellings) under a licensing system. The draft LPS for
Tourism refers to the requirement for a management plan / agreement as a condition of licensing.
Tourism Council Australia (TCA) administers a quality assurance system for various forms of
tourist accommodation that is the widely accepted industry standard. It is therefore
recommended that current TCA quality assurance for Holiday Home Accommodation form part of
the licensing conditions.
OBJECTIVE
P3 Encourage the take-up of “Unrestricted Residential Accommodation (URA)” and
“Unrestricted Residential Occupation (URO)” as defined in the LPS for Tourism (draft).
Strategy
P 3.1 Inform potential operators of the new URA and URO provisions and advise of their
relative merits, subject to their insertion through a Scheme Amendment to TPS7.
P 3.2 Undertake a feasibility study into the drafting of standard conditions for planning
approvals for URA and URO uses. Consider and investigate the use of Tourism Council
Quality Assurance Accreditation to form part of these conditions to provide basic
standards of operation that are nationally recognized.
5.2 Attractions and Activities
Tourism WA‟s Destination Development Strategy for Australia‟s South West, 2007 – 2017,
identifies 3 iconic experiences for Bunbury that are considered market ready and appropriate to
leverage visitation. These are;
Beaches / coastline / surf
Bunbury Dolphin Discovery Centre
Dive wrecks (eg the Lena).
The City‟s LPS for Tourism (draft) indicates that attractions are focused on the CBD, beaches,
waterfronts, green open spaces and natural and cultural interests. It indicates Bunbury is often
perceived as lacking attractions of special significance, with development of attractions such as a
Regional Museum and a Noongar Cultural Centre offering quality to the range and mix of
attractions, recognising still more may need to be done. Green open spaces represent a
collective and valuable asset in this regard and help define the character of Bunbury with the
potential to assist in return visitation. Heritage buildings also add a valuable dimension. The
Dolphin Centre is often showcased as Bunbury‟s iconic experience and there have been
suggestions that more should be made of its tourism potential.
Page 14City of Bunbury Tourism Strategy 2009 – 2014
The (draft) LPS for Tourism indicates the City offers a growing range of activities for tourists and
residents alike. This includes local conferences and exhibitions, cultural/music/sporting events
and nature based and heritage trails. There are a range of purpose built facilities including
BREC, SW Sports Centre, BRAG, racing and pacing and dedicated smaller facilities. Shortfalls in
activities include conferencing facilities, particularly for groups of 200+ delegates. Major events
and water based recreation are significant opportunities requiring further planning and
management. Activities that need to be planned for include a recognised tourist hub and off-
season activities.
The stakeholder and community workshops convened to gather industry views for this Strategy
confirmed that Bunbury generally needs new and enhanced attractions and activities to expand
the visitor experience year round. The following issues were raised at the workshops;
The Dolphin Centre was confirmed as Bunbury‟s iconic and major tourist attraction
Nature based and beach activities were an important if under utilised asset eg water sports
hire equipment
Tourist focused events attract and entertain visitors eg sporting and cultural events
Conference facilities are required
A major strength is the regional city experience eg restaurants, cafes, shopping
entertainment
A major new attraction such as a water themed park would add greatly to Bunbury‟s tourism
appeal
The hinterland provides important day tripping and non-seasonal dependant experiences eg
wineries, events, Ferguson Valley, rural towns, Apple Fun Park etc.
OBJECTIVE
P4 Create a tourist hub focused on the Koombana Bay foreshore / visitor arrival
precinct.
Strategy
P 4.1 Design an iconic arrival precinct that provides strong visual, aesthetic, vehicle and
pedestrian links between the proposed Three Waters Centre, Dolphin Centre, beach and
inlet, and the city centre.
P 4.2 Pursue tourism opportunities around the Koombana Bay Foreshore as part of the
Bunbury Waterfront project including possible marina, 5 star Hotel, tourism resort and
other connected facilities.
OBJECTIVE
P5 Identify and develop infrastructure to support events to attract visitors to
Bunbury.
Strategy
P 5.1 Support the development of the proposed BREC Conferencing Facilities expansion
to an estimated cost of $7.5m.
P 5.2 Identify key tourism related sporting and cultural event opportunities and develop
plans for the provision of required infrastructure.
Page 15City of Bunbury Tourism Strategy 2009 – 2014
OBJECTIVE
P6 Encourage private sector provision of tourist activities.
Strategy
P 6.1 Prepare business cases for attractions and activities such as a water based fun
park, aquatic equipment hire etc with the aim of seeking private sector involvement.
OBJECTIVE
P7 Highlight Bunbury‟s tourism attributes through a series of interlinked and themed
walk / cycle paths.
Strategy
P 7.1 Audit existing trails and provide links between trails where required.
P 7.2 Subject to approved Management Plans, identify appropriate themes and locations
for trails, secure funding for construction, facilities, directional / interpretative signage.
P 7.3 Upgrade Boulter‟s Heights and Marlston Lookout as key tourist vantage points and
link them to the walk / cycle network.
Events have the potential to significantly increase destination awareness, develop profile and
attract tourism expenditure to Bunbury. The City has acknowledged these opportunities through
the establishment of the Events Unit under the City Life department.
The City of Bunbury Events Unit Business Plan 2006/07 states the role of this unit is to;
deliver events for the City of Bunbury
develop opportunities for new events in collaboration with third parties
grow the capacity of the community to develop, host and sustain their own quality events.
The Events Unit supports City of Bunbury goals of engaging the local community, developing
tourism for the City, raising the profile of Bunbury within Western Australia and Australia, and
delivering economic benefits. The vision for this unit is „To be locally and internationally
renowned for creative and quality events.‟
To date, the major events directly resourced and supported by the City are;
Bunbury International Jazz Festival (not to be continued as per Council decision Dec 08)
Australia Day
Viva Bunbury
Christmas Carnival
These events are supported through provision of human resources, cash contributions and
seeking grant and sponsorship funding. In addition, community managed events are supported
through the City‟s Community Grants Fund and provision of various forms of Council services (eg
support and advice on obtaining funding, marketing and management advice, and provision of
direct event support such as traffic control, venue hire and waste management).
The largest single event in terms of budget allocation was the Bunbury International Jazz
Festival, last held in May 2008 at a cost of approximately $130,000 - 73% ($97,000) of which was
a direct cash contribution by the City. Around 2,500 people attended, of which around 25% spent
1 or more nights in Bunbury. $63,500 of „new‟ expenditure was attracted from non-resident
attendees (source: Smart Events evaluation, 2008). In light of the unfavorable investment /
return ratio of this event Council has decided not to proceed with the Jazz Festival in 2009 and to
Page 16City of Bunbury Tourism Strategy 2009 – 2014
develop a new events Strategy. Stage 1 of this Strategy will be to undertake community
consultations via advertised workshops to identify an appropriate replacement iconic event which
has a community ‟fit‟ in terms of community aspirations, skills, venues and appropriate target
markets. This replacement event will be explored through partnership with organisations such as
EventsCorp and South West Development Commission with a view to maximizing tourism
outcomes and return on investment. The Ironman event in Busselton is an example of the scale
of regional event (in participant numbers and international profile) that the City may be able to
attract with adequate seed resourcing, support of partner organisations, sponsors and local
tourist operators.
OBJECTIVE
P8 Review the City of Bunbury Events Unit Business Plan 2006/07 with particular
focus on the development of a major (signature) tourism event.
Strategy
P 8.1 Identify and develop, through a process of community consultation workshops, an
iconic event or events for Bunbury that will have community support, achieves audience
targets and attracts significant grant and sponsorship investment and is therefore
sustainable and provides long term economic and social benefits to Bunbury.
5.3 Amenity
The draft LPS for Tourism identifies the extent and quality of Bunbury‟s extensive eating,
shopping and entertainment facilities as influencing repeat visitations. The northern part of
Victoria St provides for a vibrant and lively daytime and evening experience (the „evening
economy‟). Visitor amenity needs to be supported by an effective Visitors Centre, directional and
interpretative signage. The LPS also identifies restricted retail opening hours and the lack of
beach food facilities at Koombana and Back Beaches as shortfalls.
The stakeholder workshops identified installation of more public art, particularly in tourist
locations, would improve general visitor amenity.
OBJECTIVE
P9 Improve the visitor experience through a customer focus.
Strategy
P 9.1 Support the implementation of Tourism Council‟s Quality Assurance program (for
accommodation, attraction and tour product) and promote the uptake of customer service
training by others as appropriate eg Chamber of Commerce, Bunbury Wellington Small
Business Centre, private providers etc.
OBJECTIVE
P 10 Provide adequate tourism directional signage.
Strategy
P 10.1 Review and upgrade current directional and operator signage according to the
State Tourism Signage Policy endorsed by Tourism WA and Mains Roads WA.
Page 17City of Bunbury Tourism Strategy 2009 – 2014
OBJECTIVE
P 11 Provide food facilities at key tourism sites and beaches.
Strategy
P 11.1 Encourage (seasonal) mobile food vending in appropriate locations eg Back
Beach, Koombana Bay, Big Swamp etc until permanent facilities are established.
The availability and quality of visitor information has a major impact on the visitor experience.
Visitors obtain information from a wide range of sources, beginning with initial research and
planning by the potential visitor and continuing throughout their experience once in Bunbury. The
City plays a major role in visitor information provision via the Visitor Centre. With around 140,000
walk-in visitors, 36,000 unique visits to the tourist web site and 24,000 telephone and email
enquiries each year, the Visitor Centre is an important point of contact for potential visitors
researching travel options, making bookings prior to arrival, and obtaining information on
activities, attractions and accommodation once in Bunbury. Increasingly, visitors will seek web
based information and rely on new technologies such as GPS based mapping to provide
information. Bunbury Visitor Centre should work with technology suppliers and local operators to
be at the forefront of delivery of information to visitors in new and innovative ways.
Directional signage for visitors (refer Strategy P 9.1) is another important aspect of visitor
information under the City‟s control.
OBJECTIVE
P 12 Deliver excellent visitor information and customer service through Visitor Centre
services and products.
Strategy
P 12.1 Identify opportunities for application of on-line and off-line digital technologies to
deliver visitor information to potential and actual visitors (refer to „VCAWA Digital Strategy
2008‟ recommendations).
P 12.2 Ensure the Visitor Centre is adequately resourced to provide accurate visitor maps
and guides, product information, digital and web based information, bookings and
excellent customer service.
P 12.3 Conduct regular visitor surveys to measure customer service satisfaction,
destination satisfaction, demographic profiles and expenditure.
5.4 Access
Compared to the region, Bunbury is relatively well serviced in terms of passenger rail, coach
services, road access and cruise ship facilities. Bunbury‟s airport is unlikely to be viable for
regular passenger services in the medium term given proximity to Perth and length of the airstrip.
While the by-pass is acknowledged as a deterrent to sightseeing, signage restrictions limit
opportunities to influence impulse side trips into Bunbury along a major MRD WA controlled
highway.
Page 18City of Bunbury Tourism Strategy 2009 – 2014
The State Tourist Drive accessing Bunbury via Australind and Koombana Drive is a useful
marketing tool for self drive visitors.
Cruise ship tourism is increasing and the long term development of dedicated docking facilities as
part of Outer Harbour redevelopment should be pursued.
Bringing the train to a proposed tourist node close to the CBD presents a major tourism
opportunity for Bunbury. Coupled with a fast train service connecting to Perth, day trip and
business tourism sectors in particular will be well serviced.
Bunbury is currently the only destination in the region to have a public transport system. Tourist
operators indicate inadequate evening taxi availability, affecting the visitor experience and in
particular restaurant, hotel and nightclub businesses.
OBJECTIVE
P 13 Improve visitor access between Perth and Bunbury,
Strategy
P 13.1 Advocate increased train and coach frequency and timetabling to suit visitor
needs.
P 13.2 Advocate and facilitate the locating, designing and development of the Perth to
Bunbury fast train service to terminate within walking distance of the CBD.
P 13.3 Advocate the provision of additional taxis licenses, and particularly evening taxi
licenses, to meet tourism demand for the Greater Bunbury area.
5.5 Product Development review, 2010
The most notable feature of local tourist sector feedback into the Review process was a greater
push for the development of local attractions and the tourism packaging of these (product
development, promotion and distribution). A group of local operators have already commenced
discussions and planning towards this end and would benefit from greater involvement and
support by the Bunbury Visitor Centre, Australia‟s South West and the SWDC who collectively
have the potential to contribute industry networks and knowledge, marketing resources and
existing distribution mechanisms (eg visitor guides, planners, brochures, web sites etc). Specific
opportunities exist to target increased day trippers as a result of the new Forrest Highway route
(„day pass‟ packages). Active, nature based packages („city and country experience and
accommodation‟ packages) comprising one to three day itineraries will appeal to the international
market which, while small in volume, has shown stronger growth and higher spends.
With Tourism WA regional offices being recently closed (December 2010), there is also a need to
provide referral and information to new or established tourism operators seeking product
development support. Conversely, the South west Development Commission (SWDC) has
elevated its role in supporting regional tourism through the appointment of a Tourism
Development role (currently focused on events and event evaluation) and the opportunity to
better utilize the ongoing Regional Coordinator role to develop and progress tourism initiatives.
A stronger partnership with SWDC in relation to tourism should be pursued.
Support for a water themed fun park continues. This is dealt with under Objective P6 of the
original Strategy which calls for the development of a business case for an aquatic based
attraction which would include developing a unique concept and scaling the attraction to viability
parameters. It is suggested work on this Objective be progressed as soon as possible.
Page 19City of Bunbury Tourism Strategy 2009 – 2014
6. Component 2 – Marketing
6.1 Market information and monitoring
Visitor profile data for regional areas published by Tourism WA is in the main a combination of
National and International Visitor Surveys and ABS Commercial Accommodation Survey data.
Sample size and collection methodology, particularly for National and International Visitor
Surveys, provide trend information at a macro level. Reliable and responsive local market
information is needed to provide an accurate understanding key markets and trends and identify
issues and opportunities.
OBJECTIVE
M1 Develop reliable and responsive tourism market information collection systems.
Strategy
M 1.1 Develop and implement a data collection strategy that measures and compiles
market intelligence from;
Product providers (eg accommodation and attraction properties)
Actual visitors (eg exit surveys, visitor satisfaction etc)
Potential visitors (eg destination awareness and perception surveys)
6.2 Competitive Advantages and Opportunities
The two stakeholder workshops provided feedback on Bunbury‟s strengths and weaknesses as a
visitor destination. A full summary of workshop outcomes is contained in Appendix 1. Amongst
the many advantages, gaps and opportunities identified a number of common themes and issues
emerged when considering Bunbury‟s competitive advantages in the regional context. A brief
summary follows;
Proximity to Perth – Significant regional advantage. Will be even more accessible with new
Mandurah bypass for day trips and short breaks. (Noted: possible disadvantage – will
likewise make destinations further south more accessible to the detriment of day trips and
overnight stays.)
Nature based – attractions such as the Dolphin Centre, beaches, views/vantage points, green
open spaces.
Rural hinterland – proximity to Ferguson Valley, wineries and rural hinterland towns. Growing
quality and variety of day trip options. Base for touring region.
Culture and entertainment – based on facilities available such as cinemas, Bunbury Regional
Art Galleries, Bunbury Regional Entertainment Centre, public art, pubs and nightclubs. Some
good local and regional events. Heritage potential but not fully developed / suitably
packaged.
Shopping and dining – regional facilities / services, proposed extension of shopping hours,
restaurants and cafes.
Page 20City of Bunbury Tourism Strategy 2009 – 2014
6.3 Target market segments
Based on current visitor demographics (refer Section 3) and destination strengths listed above,
the following market segments are identified as offering the best fit with Bunbury‟s tourism
experience, and consequent growth potential.
Segment Description Influencing Growth
factors Potential
Business In Bunbury on business – work or conference Local and State High
travelers related. 1 to 3 night stays, self drive, staying economy, mainly
in hotel / motel accommodation. resource,
Use meeting facilities, cafes, restaurants. property and
construction
sector.
Visiting friends Domestic and international origin. Staying Experience / High
and relatives for longer periods eg up to 14 days. Some activities
visiting with children. Will seek local low cost managed by their
activities and attractions, day tripping to the local hosts.
hinterland, eating out.
Day tripping Live in a 2 hour drive range of Bunbury Range of child High
family (Perth, Mandurah and SW region). focused
attractions/
activities, cost of
fuel.
Nature based From overseas or interstate. Travelling International / High
backpacker alone or in pairs, staying Backpacker lodge, national events,
arrive by hired vehicle and public transport / airline scheduling
backpacker transport. and pricing,
Want nature based experiences, will visit security, nature
Dolphin Centre, beaches, seeking nightlife, based attractions.
shopping, entertainment, passive and active
recreation.
Perth Typically south of the river families, self Price sensitive – Medium to
holidaying drive, staying in budget s/cont (on-site, want budget high
families chalet) or budget motel accommodation. accommodation,
Seeking passive and active activities for free activities,
children, good range of shopping, attractions, child focused
cinema, entertainment, affordable dining. attractions
Weekend Looking for short (1 to 2 night) breaks out of Quality or niche Medium
escape Perth. Seeking quality hotel, apartment or accommodation,
couples s/cont accomm. Luxury experiences eg with relaxation or
„new‟ experiences such as spa retreat. Want indulgence focus.
passive nature based activities, quality
dining, shopping, day tripping to visit wineries
/ arts / crafts.
The ongoing appropriateness of these target market segments should be reviewed annually in
light of published tourism data and data collected by the City resulting from the implementation of
Strategy M 1.1.
Page 21City of Bunbury Tourism Strategy 2009 – 2014
6.4 Annual Marketing Implementation Plan
An annual marketing implementation plan, outlining responsibilities, budgets and timeframes
against activities, should include an assessment of activities against each target market segment.
For example, the annual marketing plan matrix may look like;
Market Segment
based
holidaying
escape
Visiting friends and
Day tripping family
Business traveler Budget
Activity Responsibility Allocation Timeframe
backpacker
Weekend
relatives
couples
families
Nature
Perth
6.6 Niche Markets
Niche markets identified for particular focus are described below. While much of the „product‟
directly associated with these niche markets is owned or managed by the City of Bunbury, there
will also be opportunities to work with private sector operators, the broader tourism industry and
sponsors to develop, deliver and market these new „products‟.
The City‟s role is primarily one of planning, development, partnership development and marketing
– eg
Forming beneficial alliances and partnerships
Assisting with concept and bid development, and
Providing marketing advice and support
Niche Market - Business Tourism
Bunbury is well located to attract small to medium Club and Medium.
business events, with a number of accommodation association
properties and public facilities providing meetings / conference Will be of higher
conference venues. Current infrastructure suggests s potential when
business events of up to approx 300 people are where Mining and BREC expansion
Bunbury‟s strengths lie. Major benefits for resource and/or new 4 – 5
accommodation and F&B providers, retail, dining and related star accomm with
entertainment sectors, and adds weight to the objective conference conferencing
of attracting new accommodation, and/or accommodation s and achieved.
refurbishment. seminars
Social Dependant on
The proposed Bunbury Regional Entertainment Centre events effective
(BREC) expansion to provide flexible conferencing IT sector marketing to
facilities (possibly 3 to 5 years away) will significantly (potential appropriate users
expand conference and exhibition hosting capability. ACDI link) and industry
There is the potential to contract / work closely with sectors
BREC to deliver the Business Tourism marketing associated with
strategy. regional
conferencing.
Page 22City of Bunbury Tourism Strategy 2009 – 2014
The City‟s role may be to work with BREC to engage
local operators, the Perth Convention Bureau (PCB) and
others to produce and market a meetings and events
planner aimed at conference hosts and organizers.
Niche Market - Sport Tourism
Hosting major sporting events will utilise Major sporting events (eg High.
Bunbury‟s excellent range of sporting State / national level
venues and amenities. Many of these football, cricket) Facilities
facilities are under the ownership and/or One-off major sporting available. High
direct management of the City. Major carnivals, generally Club accommodation
sporting events provide significant tourism hosted demand, partic
benefits, particularly events held over 2 or SW Sports Centre, Hay groups.
more days where there is an Park, Hands Oval
accommodation component. EventsCorp facilities as venues Major events
are a potential partner for developing a Local flagship sporting attract significant
major annual flagship event. event eg sailing regatta, media exposure.
three waters challenge
etc. SW Institute of
Sport future link.
6.7 Niche Market Strategy and Implementation
Individual strategic development and marketing programs should be developed for each of the
two identified niche markets. Given often lengthy lead times required for ground work, partner
development and implementation, these plans are likely to have 3 to 5 year timeframes.
For example, the planning matrix for each niche market may be developed under in the following
format;
Niche Market Implementation
Planning
Activity Partners eg Responsibility Budget Milestones Timeframe
operators,
clubs,
ASW, PCB,
PCO’s,
EventsCorp
, sponsors.
6.8 Growth Targets
Given Bunbury‟s currently high occupancy levels, short term (1 – 3 years) growth targets are to
be benchmarked against;
day trip visitation
average daily expenditure
the Visiting Friends and Relatives market.
In the medium term (3 to 5 years), growth targets and strategies should be reviewed in light of
new accommodation supply.
Page 23City of Bunbury Tourism Strategy 2009 – 2014
Growth targets for the 2008 – 2011 period are;
Market Ave growth p/a over 4 Growth target p/a for next
years 2002 - 2006 3 years 2008 - 2011
Day trips to Bunbury 3.5% 2%
Visiting Friends and (-1%) 1%
Relatives market
Daily average expenditure Growth target p/a by 2011
2004 – 2007
Average daily expenditure $188 4% p/a (ie $211 by 2011)
by overnight visitors
OBJECTIVE
M2 Increase Bunbury‟s overnight stay and day trip tourist numbers.
Strategy
M 2.1 Incorporate competitive advantages in brand positioning lines for application in
general destination branding or campaign specific promotions –
Proximity to Perth
Nature based attractions
Rural hinterland / touring base
Culture and entertainment
Shopping and dining
M 2.2 Develop an annual marketing and promotional plan targeting the key market
segments –
Business traveler
Visiting friends and relatives
Day tripping family
Nature based backpacker
Perth holidaying families
Weekend escape couples
M 2.3 Develop product development, partnership and marketing programs for niche
markets (in priority order);
Business tourism (in partnership with / contract Bunbury Regional Entertainment
Centre)
Sport tourism
6.9 Marketing review, 2010
Product development appears to be a precursor to many of the marketing priorities identified in
this review. For example, market the proposed tourism product packages (accommodation,
tours, transport, eating out, shopping etc), market the new active nature based activities and
facilities at the Big Swamp, etc.
There is a more urgent need for the development of data collection systems at the local level (as
per Strategy M1 of the original Strategy). With the demise of the Market Research section of
Tourism WA, there has been a further reduction in the support available for data extrapolation at
the regional and local level. The City Life review indicates initial planning to implement Strategy
M1 has commenced and this should be progressed as a matter of priority.
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